REALLY First Things Before First Things Tom Peters/16 October 2013.

80
REALLY REALLY First First Things Before Things Before First Things First Things Tom Peters/16 October 2013 Tom Peters/16 October 2013

Transcript of REALLY First Things Before First Things Tom Peters/16 October 2013.

Page 1: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLYREALLY First First Things Before Things Before First ThingsFirst Things

Tom Peters/16 October 2013Tom Peters/16 October 2013

Page 2: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

Conrad Conrad HiltonHilton

Page 3: REALLY First Things Before First Things Tom Peters/16 October 2013.

CONRAD HILTON, at a gala celebrating CONRAD HILTON, at a gala celebrating his career, was called to the podium his career, was called to the podium

and asked,and asked, “What were the most important lessons you learned

in your long and distinguished

career?” His answer …His answer …

Page 4: REALLY First Things Before First Things Tom Peters/16 October 2013.

““Remember Remember to tuck the to tuck the

shower curtain shower curtain inside the inside the bathtubbathtub.”.”

Page 5: REALLY First Things Before First Things Tom Peters/16 October 2013.

““EXECUTION EXECUTION ISIS STRATEGY.”STRATEGY.”

—Fred Malek—Fred Malek

Page 6: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

The Army KnowsThe Army Knows!!

Page 7: REALLY First Things Before First Things Tom Peters/16 October 2013.

If the regimental commander lost most of his If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and 2nd lieutenants and 1st lieutenants and

captains and majors, it would be a tragedy. captains and majors, it would be a tragedy.

If he lost his If he lost his serserggeants it would eants it would be a catastrobe a catastropphehe. . The The

Army and the Navy are fully aware that Army and the Navy are fully aware that success on the battlefield is dependent to an success on the battlefield is dependent to an extraordinary degree on its Sergeants and extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the Chief Petty Officers. Does industry have the

same awareness?same awareness?

Page 8: REALLY First Things Before First Things Tom Peters/16 October 2013.

““People leave People leave managers not managers not

companies.”companies.” —Dave Wheeler—Dave Wheeler

Page 9: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

“ “C-level”?C-level”?!!

Page 10: REALLY First Things Before First Things Tom Peters/16 October 2013.

In the Army, In the Army, 33--star star ggeneralsenerals worry about worry about

training. In most training. In most businesses, it's a “ho businesses, it's a “ho hum” mid-level staff hum” mid-level staff

function.function.

Page 11: REALLY First Things Before First Things Tom Peters/16 October 2013.

I would hazard a guess I would hazard a guess that most CEOs see IT that most CEOs see IT

investments as a investments as a “strategic necessity,” “strategic necessity,”

but see training but see training expenses as “a expenses as “a

necessary evil.” necessary evil.”

Page 12: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

53 = 5353 = 53

Page 13: REALLY First Things Before First Things Tom Peters/16 October 2013.

People are People are NOTNOT “Standardized.” “Standardized.” Their evaluations Their evaluations

should should NOTNOT be be standardized. standardized.

EVEREVER..

Page 14: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

Strengths > Strengths > WeaknessesWeaknesses

Page 15: REALLY First Things Before First Things Tom Peters/16 October 2013.

““A man should A man should nevernever be promoted to a be promoted to a

managerial position if his managerial position if his vision focuses on people’s vision focuses on people’s weaknesses rather than on rather than on

their their strengths.”.” —Peter Drucker,—Peter Drucker,

The Practice of ManagementThe Practice of Management

Page 16: REALLY First Things Before First Things Tom Peters/16 October 2013.

EVALUATING EVALUATING PEOPLE = #1 PEOPLE = #1

DIFFERENTIATORDIFFERENTIATOR

Source: Jack Welch/Jeff Immelt on GE’s Source: Jack Welch/Jeff Immelt on GE’s #1#1

strategic skill (strategic skill (!!!!!!!!))

Page 17: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

SelfSelf-evaluation-evaluation

Page 18: REALLY First Things Before First Things Tom Peters/16 October 2013.

““Being aware of Being aware of yourself yourself and how and how yyou ou

affect everaffect everyyone around one around yyouou is what is what

distindistingguishesuishes a superior a superior leader.”leader.” —Edie Seashore (—Edie Seashore (strategy + strategy +

businessbusiness #45) #45)

Page 19: REALLY First Things Before First Things Tom Peters/16 October 2013.

““How can a high-level leader like _____ How can a high-level leader like _____ be so out of touch with the truth about be so out of touch with the truth about

himself? It’s more common than you himself? It’s more common than you

would imagine. would imagine. 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 The problem is an acute lack of feedback [especially on people issues].”feedback [especially on people issues].”

—Daniel Goleman (et al.), —Daniel Goleman (et al.), The New LeadersThe New Leaders

Page 20: REALLY First Things Before First Things Tom Peters/16 October 2013.

"Everyone thinks "Everyone thinks of changing the of changing the

world, but no one world, but no one thinks of thinks of changing changing

himself." himself." — Leo Tolstoy— Leo Tolstoy

Page 21: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

HiringHiring

Page 22: REALLY First Things Before First Things Tom Peters/16 October 2013.

““Development can help great Development can help great

people be even people be even BETTER—BETTER—BUT IF BUT IF I HAD A DOLLAR TO I HAD A DOLLAR TO

SPEND, I’D SPEND 70 SPEND, I’D SPEND 70 CENTS GETTING THE CENTS GETTING THE

RIGHT PERSON IN THE RIGHT PERSON IN THE DOORDOOR.”.” ——Paul Russell, Director, Leadership and Development, Paul Russell, Director, Leadership and Development,

GoogleGoogle

Page 23: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

Questionable Questionable JudgmentJudgment

SkillsSkills

Page 24: REALLY First Things Before First Things Tom Peters/16 October 2013.

Clinical versus Statistical PredictionClinical versus Statistical Prediction

“There is now [1996] a meta-“There is now [1996] a meta-analysis of studies of the analysis of studies of the

comparative efficacy of clinical comparative efficacy of clinical judgment and actuarial judgment and actuarial

prediction methods. … Of 136 prediction methods. … Of 136 research studies from a wide research studies from a wide variety of predictive domains, variety of predictive domains, not more than 5 not more than 5 ppercent show ercent show

the clinician’s the clinician’s ppredictive redictive pprocedure to be more accurate rocedure to be more accurate

than a statistical onethan a statistical one.”.”

Source: Paul Meehl, Clinical versus Statistical Prediction, quoted in Daniel Source: Paul Meehl, Clinical versus Statistical Prediction, quoted in Daniel

Kahneman, Kahneman, Thinking, Fast and SlowThinking, Fast and Slow

Page 25: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

#1#1

FailingFailing

Page 26: REALLY First Things Before First Things Tom Peters/16 October 2013.

““If I had to pick If I had to pick one failing of CEOs, one failing of CEOs, it’s that they don’t it’s that they don’t read enough.”read enough.” —Co-founder of —Co-founder of

one of the largest investment services firms in the USA/worldone of the largest investment services firms in the USA/world

Page 27: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

#1#1

Page 28: REALLY First Things Before First Things Tom Peters/16 October 2013.
Page 29: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First REALLY First Things Before First

Things:Things:

We Are WhatWe Are What We Eat: The We Eat: The

“Fred Smith Question” “Fred Smith Question”

Page 30: REALLY First Things Before First Things Tom Peters/16 October 2013.

““Who’s the most Who’s the most interesting person interesting person you’ve met in the you’ve met in the last 90 days? How last 90 days? How do I get in touch do I get in touch

with them?”with them?” —Fred Smith—Fred Smith

Page 31: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

XFX =XFX =

#1#1

Page 32: REALLY First Things Before First Things Tom Peters/16 October 2013.

XFX = XFX = #1#1**

*Cross-Functional *Cross-Functional eXcellence eXcellence

Page 33: REALLY First Things Before First Things Tom Peters/16 October 2013.

NEVER NEVER WASTE A WASTE A LUNCH!LUNCH!

Page 34: REALLY First Things Before First Things Tom Peters/16 October 2013.

% XF % XF

lunches*lunches***MeasureMeasure!! Monthly! Part of Monthly! Part of

evaluation! [The PAs Club.]evaluation! [The PAs Club.]

Page 35: REALLY First Things Before First Things Tom Peters/16 October 2013.

““Allied commands depend on Allied commands depend on mutual confidence mutual confidence

and this confidence is and this confidence is gained, above all gained, above all

through thethrough the

develodeveloppmentment ofof friendshifriendshippss.”.”

——General D.D. Eisenhower, General D.D. Eisenhower, Armchair GeneralArmchair General* *

*“Perhaps his most outstanding ability [at West Point]*“Perhaps his most outstanding ability [at West Point]

was the ease with which was the ease with which he made friends and earned he made friends and earned the trust of fellow cadets who came from the trust of fellow cadets who came from

widelwidelyy varied back varied backggroundsrounds; it was a quality that would pay ; it was a quality that would pay great dividends during his future coalition command.”great dividends during his future coalition command.”

Page 36: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

““We”We”

Page 37: REALLY First Things Before First Things Tom Peters/16 October 2013.

Observed closely: The use ofObserved closely: The use of

“I”“I” oror

“we”“we” during during

aa job interview.job interview.

Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

Page 38: REALLY First Things Before First Things Tom Peters/16 October 2013.

““I am I am hundreds of hundreds of times better heretimes better here [than[than

in my prior hospital assignment]in my prior hospital assignment] because of because of the support system. the support system. It’s like It’s like

yyou were workinou were workingg in an in an ororgganism; anism; yyou are not a ou are not a

sinsinggle cell when le cell when yyou are out ou are out there there ppracticinracticingg.’”.’” —quote from Dr. Nina Schwenk, —quote from Dr. Nina Schwenk,

in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from from Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

Page 39: REALLY First Things Before First Things Tom Peters/16 October 2013.

Every week every Every week every swimmer reports swimmer reports on how he helped on how he helped

a teammatea teammateSource: Skip Kenney, Stanford men’s swimming coach, Source: Skip Kenney, Stanford men’s swimming coach,

31 consecutive PAC10 championships, 7 NCAA championships31 consecutive PAC10 championships, 7 NCAA championships

Page 40: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

Meeting Meeting

PowerPower!!

Page 41: REALLY First Things Before First Things Tom Peters/16 October 2013.

Meetings = Meetings = #1#1 leadership leadership

opportunityopportunity

Page 42: REALLY First Things Before First Things Tom Peters/16 October 2013.

Meetings are Meetings are #1#1 thing bosses thing bosses

dodo. Therefore, . Therefore, 100%100% of of

those meetings:those meetings: EXCELLENCE. EXCELLENCE. ENTHUSIASM. ENTHUSIASM. ENGAGEMENT. ENGAGEMENT.

LEARNING. TEMPO. LEARNING. TEMPO. WORK-OF-ARTWORK-OF-ART.. DAMN IT. DAMN IT.

Page 43: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

MBWAMBWA

Page 44: REALLY First Things Before First Things Tom Peters/16 October 2013.

2255

Page 45: REALLY First Things Before First Things Tom Peters/16 October 2013.

““I’m always stopping by our I’m always stopping by our

stores— stores— at least at least 2525

a weeka week.. I’m also in other I’m also in other

places: Home Depot, Whole Foods, Crate places: Home Depot, Whole Foods, Crate & Barrel. I try to be& Barrel. I try to be

a sponge to pick up as much a sponge to pick up as much as I can.”as I can.” —Howard Schultz—Howard Schultz

Source: Source: FortuneFortune, “Secrets of Greatness”, “Secrets of Greatness”

Page 46: REALLY First Things Before First Things Tom Peters/16 October 2013.

3K3K//5M5MSource: Mark McCormackSource: Mark McCormack

Page 47: REALLY First Things Before First Things Tom Peters/16 October 2013.

““Most managers spend a great deal of time thinking about what they plan to do, but Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so relatively little time thinking about what they plan not to do. As a result, they become so

caught up … in fighting the fires of the moment that they cannot really attend to the long-caught up … in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time,

stay focused on what really matters.stay focused on what really matters. Let me Let me pput it bluntlut it bluntlyy: ever: everyy leader should routinelleader should routinelyy kee keepp a substantial a substantial pportion of his or her timeortion of his or her time——I would saI would sayy as as

much asmuch as 5050 ppercentercent——unscheduledunscheduled..

… Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your the space to reflect on what you are doing, learn from experience, and recover from your

inevitable mistakes. Leaders without such free time end up tackling issues only when there inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free is an immediate or visible problem. Managers’ typical response to my argument about free

time is, ‘That’s all well and good, but there are things I have to do.’time is, ‘That’s all well and good, but there are things I have to do.’ Yet we waste Yet we waste so much time in unso much time in unpproductive activitroductive activity—y—it takes an it takes an

enormous effort on the enormous effort on the ppart of the leader to keeart of the leader to keepp free free time for the trultime for the trulyy im impportant thinortant thinggss.”.” —Dov Frohman (& Robert —Dov Frohman (& Robert HowardHoward), Leadership The Hard Way: Why Leadership Can’t Be Taught—And How You Can ), Leadership The Hard Way: Why Leadership Can’t Be Taught—And How You Can

Learn It AnywayLearn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)(Chapter 5, “The Soft Skills Of Hard Leadership”)

Page 48: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

ONEONE at at a Timea Time

Page 49: REALLY First Things Before First Things Tom Peters/16 October 2013.

““If there is any If there is any oneone ‘secret’ ‘secret’ to effectiveness, it is to effectiveness, it is

concentration. Effective concentration. Effective executives do first things first executives do first things first

… … and theand theyy do do one thinone thingg at a at a

timetime.”.” —Peter Drucker—Peter Drucker

Page 50: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

AcknowledgementAcknowledgement!!

Page 51: REALLY First Things Before First Things Tom Peters/16 October 2013.

““The deepest principle The deepest principle in human nature is the in human nature is the

cravingcraving* to be * to be appreciated.”appreciated.”

—William James—William James

**“Craving,” not “wish” or “desire” or “Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, “longing”/Dale Carnegie, How to WinHow to Win

Friends and Influence People Friends and Influence People (“The BIG(“The BIG Secret of Dealing With People”) Secret of Dealing With People”)

Page 52: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

K = R = PK = R = P

Page 53: REALLY First Things Before First Things Tom Peters/16 October 2013.

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

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

appreciating heart.”appreciating heart.” —Henry Clay

Page 54: REALLY First Things Before First Things Tom Peters/16 October 2013.

Press Ganey AssocPress Ganey Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:

NONENONE of THE top 15 of THE top 15

factors determining factors determining PPatient atient

SSatisfaction referred to patient’s health atisfaction referred to patient’s health outcomeoutcome..

Instead:Instead: directldirectly related to y related to StaffStaff Interaction;Interaction; directldirectly correlated with y correlated with

EmploEmployyee Satisfactionee Satisfaction

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

Page 55: REALLY First Things Before First Things Tom Peters/16 October 2013.

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

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

budget. budget. KINDNESS IS KINDNESS IS FREEFREE.. Listening to patients or answering Listening to patients or answering

their questions costs nothing. It can be argued that negative their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive tointeractions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring farcombative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them more time than it would have taken to interact with them

initially in a positive way.”initially in a positive way.”

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

(Griffin Hospital/Derby CT; Plantree Alliance) (Griffin Hospital/Derby CT; Plantree Alliance)

Page 56: REALLY First Things Before First Things Tom Peters/16 October 2013.

K = R = K = R = PP

Page 57: REALLY First Things Before First Things Tom Peters/16 October 2013.

Kindness = Kindness = Repeat Business =Repeat Business =

Profit.Profit.

Page 58: REALLY First Things Before First Things Tom Peters/16 October 2013.

Kindness … Kindness … WORKSWORKS!!

Kindness … Kindness … PAYSPAYS!!

Page 59: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

““I’m sorry”I’m sorry”

Page 60: REALLY First Things Before First Things Tom Peters/16 October 2013.

““I regardI regard aappoloologgizinizing g as the as the most magical, healing, most magical, healing,

restorative gesture human restorative gesture human beings can make. It is thebeings can make. It is the

centercenterppieceiece of my of my work with executives who work with executives who

want to get better.”want to get better.”

——Marshall GoldsmithMarshall Goldsmith, What Got You Here Won’t Get You There: , What Got You Here Won’t Get You There: How Successful People Become Even More Successful. How Successful People Become Even More Successful.

Page 61: REALLY First Things Before First Things Tom Peters/16 October 2013.

With a new and forthcoming policy on With a new and forthcoming policy on apologies … Toro, the lawn mower apologies … Toro, the lawn mower folks, reduced the average cost of folks, reduced the average cost of

settling a claim fromsettling a claim from $$115115,,000000 in in

1991 to1991 to $$3535,,000000 in 2008 in 2008 …… and and the companthe companyy hasn’t hasn’t been to trial in the been to trial in the

lastlast

1515 y yearsears!!

Page 62: REALLY First Things Before First Things Tom Peters/16 October 2013.

Relationships (of all varieties): THERE ONCE THERE ONCE WAS A TIME WHEN A WAS A TIME WHEN A

THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD WOULD

HAVE AVOIDED SETTING OFF THE HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RESULTED IN A COMPLETE

RUPTURE.RUPTURE.**

*divorce, loss of a BILLION $$$ aircraft sale, etc., etc.*divorce, loss of a BILLION $$$ aircraft sale, etc., etc.

Page 63: REALLY First Things Before First Things Tom Peters/16 October 2013.

THE PROBLEM IS THE PROBLEM IS RARELY/RARELY/NEVERNEVER THE THE

PROBLEM. THEPROBLEM. THE

RESPONSERESPONSE TO THE TO THE PROBLEM INVARIABLY PROBLEM INVARIABLY ENDS UP BEING THE ENDS UP BEING THE

REAL PROBLEMREAL PROBLEM.***PERCEPTION IS ALL THERE IS!PERCEPTION IS ALL THERE IS!

Page 64: REALLY First Things Before First Things Tom Peters/16 October 2013.

ComebackComeback[big, quick response][big, quick response]

>>>>PerfectionPerfection

Page 65: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY REALLY REALLYREALLY First Things Before First Things: First Things Before First Things:

11 Mouth, Mouth,

22 Ears Ears

Page 66: REALLY First Things Before First Things Tom Peters/16 October 2013.

““The doctor The doctor interruptsinterrupts after …*after …*

*Source: Jerome Groopman, *Source: Jerome Groopman, How Doctors ThinkHow Doctors Think

Page 67: REALLY First Things Before First Things Tom Peters/16 October 2013.

18 …18 …

Page 68: REALLY First Things Before First Things Tom Peters/16 October 2013.

18 … 18 … secondsseconds!!

Page 69: REALLY First Things Before First Things Tom Peters/16 October 2013.

[An [An obsessionobsession with] Listening is ... the ultimate mark with] Listening is ... the ultimate mark

of of RespectRespect..

Listening is ... the heart and soul of Listening is ... the heart and soul of EngagementEngagement..Listening is ... the heart and soul of Listening is ... the heart and soul of KindnessKindness..Listening is ... the heart and soul of Listening is ... the heart and soul of ThoughtfulnessThoughtfulness..Listening is ... the basis for true Listening is ... the basis for true CollaborationCollaboration..Listening is ... the basis for true Listening is ... the basis for true PartnershipPartnership..Listening is ... a Listening is ... a Team SportTeam Sport..Listening is ... a Listening is ... a Developable Individual SkillDevelopable Individual Skill.* .* (*Though women (*Though women are are farfar better at it than men.) better at it than men.)

Listening is ... the basis forListening is ... the basis for CommunityCommunity..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that workJoint Ventures that work..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures thatJoint Ventures that growgrow..Listening is ... the core of Listening is ... the core of effective Cross-functional effective Cross-functional CommunicationCommunication* * (*Which is in turn Attribute #1 of (*Which is in turn Attribute #1 of organization effectiveness.)organization effectiveness.)

[cont.][cont.]

Page 70: REALLY First Things Before First Things Tom Peters/16 October 2013.

10 Essential Selling Principles Most Salespeople Get 10 Essential Selling Principles Most Salespeople Get Wrong Wrong

1. Assuming the problem that the prospect communicates 1. Assuming the problem that the prospect communicates is the real problem. is the real problem.

2. Thinking that your sales “presentation” will seal the 2. Thinking that your sales “presentation” will seal the deal.deal.

3. 3. Talking too much.Talking too much.4. Believing that you can sell anybody anything. 4. Believing that you can sell anybody anything. 5. Overeducating the prospect when you should be 5. Overeducating the prospect when you should be

selling. selling. 6. Failing to remember that salespeople are decision-6. Failing to remember that salespeople are decision-

makers, too.makers, too.7. Reading minds. 7. Reading minds. 8. Working as an “unpaid consultant” to seal the deal.8. Working as an “unpaid consultant” to seal the deal.9. Being your own worst enemy.9. Being your own worst enemy.10. Keeping your fingers crossed that a prospect doesn’t 10. Keeping your fingers crossed that a prospect doesn’t

notice a problem. notice a problem.

Source: Source: ForbesForbes/0503.13/0503.13

Page 71: REALLY First Things Before First Things Tom Peters/16 October 2013.

*8 of 10 sales *8 of 10 sales presentations failpresentations fail

*50% failed sales *50% failed sales presentations … presentations … talking talking “at” before listening!“at” before listening!

—Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, —Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, Fierce Conversations: Achieving Success at Work and in Life,Fierce Conversations: Achieving Success at Work and in Life,One Conversation at a TimeOne Conversation at a Time

Page 72: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

“… “… this will this will be the be the

woman’swoman’s century …”century …”

Page 73: REALLY First Things Before First Things Tom Peters/16 October 2013.

““I speak to you with a feminine voice. I speak to you with a feminine voice. It’s the voice of democracy, of equality. It’s the voice of democracy, of equality.

I am certain, ladies and gentlemen, I am certain, ladies and gentlemen,

that this will be that this will be the woman’s the woman’s

centurcenturyy.. In the Portuguese In the Portuguese

language, words language, words such as life, soul, and hope aresuch as life, soul, and hope are

of the feminine gender, as are other of the feminine gender, as are other words like courage and sincerity.”words like courage and sincerity.” ——President President Dilma RousseffDilma Rousseff of Brazil, 1st woman to keynote of Brazil, 1st woman to keynote

the United Nations General Assembly (2011)the United Nations General Assembly (2011)

Page 74: REALLY First Things Before First Things Tom Peters/16 October 2013.

““Forget CHINA, Forget CHINA, INDIA and the INDIA and the

INTERNET: Economic INTERNET: Economic Growth Is Driven by Growth Is Driven by

WOMENWOMEN.”.”

Source: Headline, Economist

Page 75: REALLY First Things Before First Things Tom Peters/16 October 2013.

W W > > 2X2X (C + (C + I)*I)*

**“Women now drive the global economy. Globally, they control about “Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $20 trillion in consumer spending, and that figure could climb as high as

$28 trillion in the next five $28 trillion in the next five yyearsears. Their $13 trillion in total yearly earnings could reach $18 . Their $13 trillion in total yearly earnings could reach $18

trillion in the same period.trillion in the same period. In aggregate, women represent a growth market bigger than China and 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 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 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 …”strategy when it comes to women. Consider Dell’s …”

Source: Michael Silverstein and Kate Sayre, “The Female Economy,” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBRHBR, 09.09, 09.09

Page 76: REALLY First Things Before First Things Tom Peters/16 October 2013.

““Headline 2020:Headline 2020: Women Women

Hold Hold 8080

Percent of Percent of Management and Management and Professional Jobs”Professional Jobs”

Source: Source: The Extreme Future: The Top Trends That Will The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 YearsReshape the World in the Next 20 Years, James Canton, James Canton

Page 77: REALLY First Things Before First Things Tom Peters/16 October 2013.

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that New Studies find that

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

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

Page 78: REALLY First Things Before First Things Tom Peters/16 October 2013.

Women’s NeWomen’s Neggotiatinotiatingg Stren Strenggthsths

*Ability to put themselves in their *Ability to put themselves in their counterparties’ shoes counterparties’ shoes*Comprehensive, attentive and detailed*Comprehensive, attentive and detailed communication style communication style*Empathy that facilitates trust-building*Empathy that facilitates trust-building*Curious and attentive listening*Curious and attentive listening*Less competitive attitude*Less competitive attitude*Strong sense of fairness and ability to *Strong sense of fairness and ability to persuadepersuade*Proactive risk manager*Proactive risk manager*Collaborative decision-making*Collaborative decision-making

Source: Horacio Falcao, Cover story/May 2006, Source: Horacio Falcao, Cover story/May 2006, World BusinessWorld Business, “Say It , “Say It Like a Woman: Why the 21Like a Woman: Why the 21stst-century negotiator will need the female -century negotiator will need the female touch”touch”

Page 79: REALLY First Things Before First Things Tom Peters/16 October 2013.

REALLY First Things Before First Things:REALLY First Things Before First Things:

Moral Moral ObligationObligation

Page 80: REALLY First Things Before First Things Tom Peters/16 October 2013.

Tom’s TIB* #1:Tom’s TIB* #1: Your principal moral Your principal moral obligation as a leader is to obligation as a leader is to

develop the skillset, “soft” and develop the skillset, “soft” and “hard,” of every one of the “hard,” of every one of the

people in your charge (temporary people in your charge (temporary as well as semi-permanent) to as well as semi-permanent) to the maximum extent of your the maximum extent of your

abilities. The abilities. The good news: This is also thegood news: This is also the

#1 mid- to long-term … #1 mid- to long-term …

profit maximization strategy profit maximization strategy!!* * This I Believe (courtesy Bill Caudill)This I Believe (courtesy Bill Caudill)