LONG%20Tom%20Peters

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LONGTom Peters EXCELLENCE. ALWAYS.The
eternal basics.MedImmune/28 August 2008
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NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
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and Verdana
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Slides at tompeters.com
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L(21) L(-21)

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Leadership(21A.D.) Leadership(21B.C.)

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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
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Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
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We Have Thank you, Howard (Starbucks)!
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Sports You beat yourself!
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Internal organizational excellence in execution
Deepest Blue Ocean
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When The Enemy Really Wins Lose Your
Nemesis Obsessing about your competitors,
trying to match or best their offerings, spending
time each day wanting to know what they are
doing, and/or measuring your company against
themthese activities have no great or winning
outcome. Instead you are simply prohibiting your
company from finding its own way to be truly
meaningful to its clients, staff and prospects.
You block your company from finding its own
identity and engaging with the people who pay the
bills. Your competitors have never paid your
bills and they never will. Howard Mann, Your
Business Brickyard Getting Back to the Basics to
Make Your Business More Fun to Run Mr Mann
also quotes Mike McCue, former VP/Technology at
Netscape At Netscape the competition with
Microsoft was so severe, wed wake up in the
morning thinking about how we were going to deal
with them instead of how we would build something
great for our customers. What I realize now is
that you can never, ever take your eye off the
customer. Even in the face of massive
competition, dont think about the competition.
Literally dont think about them.
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Thank you Ben, Norm, Ike and Delaware
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Give good tea!
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In the same bitter winter of 1776 that Gen.
George Washington led his beleaguered troops
across the Delaware River to safety, Benjamin
Franklin sailed across the Atlantic to Paris to
engage in an equally crucial campaign, this one
diplomatic. A lot depended on the bespectacled
and decidedly unfashionable 70-year-old as he
entered the worlds fashion capitol sporting a
simple brown suit and a fur cap. Franklins
miracle was that armed only with his canny
personal charm and reputation as a scientist and
philosopher, he was able to cajole a wary French
government into lending the fledgling American
nation an enormous fortune. The enduring image
of Franklin in Paris tends to be that of a
flirtatious old man, too busy visiting the citys
fashionable salons to pursue affairs of state as
rigorously as John Adams. When Adams joined
Franklin in Paris in 1779, he was scandalized by
the late hours and French lifestyle his colleague
had adopted, says Stacy Schiff, in A Great
Improvisation Adams was clueless that it was
through the dropped hints and seemingly offhand
remarks at these salons that so much of French
diplomacy was conducted. Like the Beatles
arriving in America, Franklin aroused a
fervorhis face appeared on prints, teacups and
chamber pots. The extraordinary popularity served
Franklins diplomatic purposes splendidly. Not
even King Louis XVI could ignore the enthusiasm
that had won over both the nobility and the
bourgeoisie. Source In Paris, Taking the
Salons By Storm How the Canny Ben Franklin
Talked the French into Forming a Crucial
Alliance, U.S. News World Report, 0707.08
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Allied commands depend on mutual confidence
and this confidence is gained, above all
through the development of friendships.
General D.D. Eisenhower, Armchair General
(05.08)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
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eighty percent of success is showing up.
Woody Allen
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Do tea! Make friends! Show up!
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Commentary on David O. Stewarts The Summer of
1787 The Men Who Invented the
Constitution Tom Peters/0409.08
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Show up!!!!!!!!!!!! Keep showing up!!
Control the process through indirect
actions, like doing first drafts, writing
Minutes. Remember the social gracesyour
emotional presentation of self is more
important than even all important!!! Hang
in! Tenacity-relentlessness rules! (Wear
the bastards down. No kidding, this is a
matchless success tool.) Theres no such
thing as a dull meeting. (No kidding!)
Every get together is an opportunity to
press your agenda, directly or indirectly,
to perform a small favor with the
expectation of return on investment at
some point in the future.
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Bite your tongue and listen, listen,
listeneven to bores. Nothing wins support
like effective listening its the greatest
gift you can give anyone!! (This is triply
important when you are desperate to correct
something someone has to say, even an enemy of
your causeattentive listening is a peerless
win em over strategic tool.)
Sub-committees rule! Its the little chances to
become Master of Something and
perform-influence in a small group setting
that lead to the accumulation of power and
the ability to control the flow in an area
important to you. Continually illustrate
your ability to perform well at almost any
task and build a towering reputation for
reliability.
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Cool off! No passion, no success! Too much
abrasiveness in pursuit of a cause that
inflames you kills opportunity to succeed
like nothing else. (Folks love to put an
abrasive person in his place, even if they
agree with him.) Take a punch and keep on
trucking. Losses are common live with em,
take em with good grace, and then
persevere through out-persevering the other
guy/s. ( Speaking of punch, out-drinking the
other guy sure worked in the summer of
1787. Reach your own conclusions here
) Grow up, accept life. Life, effectiveness
is indeed about horse trading as often as
notand at times consorting with ones
enemies. (The enemy of my enemy is my
friend. Keep your passion, stay above the
waterline on issues of deep principalbut
accept, and embrace, the messy-as-hell
real world!
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Remember the black flies! Little
distractions can change the whole game. Be
ready with Plan B. Repeat Nothing in
the real world follows the script. Nobody,
even George Washington, gets more than
about 60 of what they want! Keep your word.
A reputation for integrity is
priceless. Dont bite off more than you can
chew, even when cant miss opportunities
to further your cause ariseoverloading and
thence compromising effectiveness is a
big black eye. Do something! Small wins,
accumulated regularly, build momentum!
Work assiduously on your public
presentation skills!
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Lesson of Lessons Regardless of the
topicmundane or grandit is attending to the
same mundane human timeless basics that
shape the outcome and determine the degree of
implementation. The Master of GTD is the true
Master of the Universe.GTD/Getting Things Done
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Thank you Mark, Hank and David
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3K/5M
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5,000 miles for a 5-minute face-to-face
meeting
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I call 60 CEOs in the first week of the year
to wish them happy New Year. Hank Paulson,
former CEO, Goldman SachsSource Fortune,
Secrets of Greatness, 0320.05
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General David Petraeus White lines along
the road Secure and serve the population.
Live among the people. Promote reconciliation.
Move mounted, work dismounted situational
awareness can only be achieved by operating
face-to-face, not separated by ballistic
glass. Walk. David Petraeus, Mens Journal
(06.08) I love that last one for its
simplicity. DP
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Thank you Bill
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William Easterly, The White Mans Burden Why the
Wests Effort to Aid the Rest Have Done So Much
Ill and so Little Good The West spent 2.3
trillion on foreign aid over the last five
decades and still has not managed to get
twelve-cent medicines to children to prevent half
of all malaria deaths. The West spent 2.3
trillion and still not managed to get three
dollars to each new mother to prevent five
million child deaths. But I and many other
like-minded people keep trying, not to abandon
aid to the poor, but to make sure it reaches
them.
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Lesson Talk to the locals. Lesson Listen to
the locals. Lesson Hear the locals. Lesson
Listen to the locals. Lesson Hear the
locals. Lesson Listen to the
locals. Lesson Hear the locals. Lesson
Listen to the locals. Lesson Hear to the
locals. Lesson Listen to the
locals. Lesson Hear to the locals. Lesson
Respect the locals. Lesson Empathize with the
locals.
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For projects involving children or health or
education or community development or sustainable
small-business growth (most projects), women are
by far the most reliable and most central and
most indirectly powerful local players even in
the most chauvinist settings.
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Lesson Show up. Lesson Listen to the
locals. Lesson Hear the locals. Lesson
Engage the locals. Lesson Try a lot of
stuff. Lesson Women rule.
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Thank you John, Mike, Andy, Great One and
Phil
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This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
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We made mistakes, of course. Most of them were
omissions we didnt 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,
were 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 planfor months. Bloomberg by Bloomberg
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"I think it is very important for you to do two
things act on your temporary conviction as if it
was a real conviction and when you realize that
you are wrong, correct course very quickly.
Andy Grove
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You miss 100 of the shots you never take.
Wayne Gretzky
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Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
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1/40
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Thank you Rich
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The Have you 50
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Mapping your competitive position or
Rich DAveni/HBR
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1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
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1. Have you in the last 10 days visited a
customer?2. Have you called a customer TODAY?
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11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a frontline
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
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21. Have you had in the last year a one-day,
intense offsite with each (?) of your internal
customersfollowed by a big celebration of
things gone right? 22. Have you in the last
week pushed someone to do some family thing that
you fear might be overwhelmed by deadline
pressure? 23. Have you learned the names of the
children of everyone who reports to you? (If not,
you have six months to fix it.) 24. Have you
taken in the last month an interesting-weird
outsider to lunch? 25. Have you in the last month
invited an interesting-weird outsider to sit in
on an important meeting? 26. Have you in the last
three days discussed something interesting,
beyond your industry, that you ran across in a
meeting, reading, etc? 27. Have you in the last
24 hours injected into a meeting I ran across
this interesting idea in strange place? 28.
Have you in the last two weeks asked someone to
report on something, anything that constitutes an
act of brilliant service rendered in a trivial
situationrestaurant, car wash, etc? (And then
discussed the relevance to your work.) 29. Have
you in the last 30 days examined in detail (hour
by hour) your calendar to evaluate the degree
time actually spent mirrors your espoused
priorities? (And repeated this exercise with
everyone on team.) 30. Have you in the last two
months had a presentation to the group by a
weird outsider?
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31. Have you in the last two months had a
presentation to the group by a customer, internal
customer, vendor featuring working folks 3 or 4
levels down in the vendor organization? 32. Have
you in the last two months had a presentation to
the group of a cool, beyond-our-industry ideas by
two of your folks? 33. Have you at every meeting
today (and forever more) re-directed the
conversation to the practicalities of
implementation concerning some issue before the
group? 34. Have you at every meeting today (and
forever more) had an end-of-meeting discussion on
action items to be dealt with in the next 4, 48
hours? (And then made this list publicand
followed up in 48 hours.) And made sure everyone
has at least one such item.) 35. Have you had a
discussion in the last six months about what it
would take to get recognition in local-national
poll of best places to work? 36. Have you in
the last month approved a cool-different training
course for one of your folks? 37. Have you in
the last month taught a front-line training
course? 38. Have you in the last week discussed
the idea of Excellence? (What it means, how to
get there.) 39. Have you in the last week
discussed the idea of Wow? (What it means,
how to inject it into an ongoing routine
project.) 40. Have you in the last 45 days
assessed some major process in terms of the
details of the experience, as well as results,
it provides to its external or internal customers?
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41. Have you in the last month had one of your
folks attend a meeting you were supposed to go to
which gives them unusual exposure to senior
folks? 42. Have you in the last 60 (30?) days sat
with a trusted friend or coach to discuss your
management styleand its long- and short-term
impact on the group? 43. Have you in the last
three days considered a professional relationship
that was a little rocky and made a call to the
person involved to discuss issues and smooth the
waters? (Taking the blame, fully deserved or
not, for letting the thing-issue fester.) 44.
Have you in the last two hours stopped by
someones (two-levels down") office-workspace
for 5 minutes to ask What do you think? about
an issue that arose at a more or less just
completed meeting? (And then stuck around for 10
or so minutes to listenand visibly taken
notes.) 45. Have you in the last day looked
around you to assess whether the diversity pretty
accurately maps the diversity of the market being
served? (And ) 46. Have you in the last day at
some meeting gone out of your way to make sure
that a normally reticent person was engaged in a
conversationand then thanked him or her, perhaps
privately, for their contribution? 47. Have you
during your tenure instituted very public
(visible) presentations of performance? 48. Have
you in the last four months had a session
specifically aimed at checking on the corporate
culture and the degree we are true to itwith
all presentations by relatively junior folks,
including front-line folks? (And with a
determined effort to keep the conversation
restricted to real world small casesnot
theory.) 49. Have you in the last six months
talked about the Internal Brand Promise? 50. Have
you in the last year had a full-day off site to
talk about individual (and group) aspirations?
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Thank you Fred and Larry
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4/40
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Execution is strategy. Fred Malek
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DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
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Ex-e-cu-tion!
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Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
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Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
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(1) sum of Projects Goal
(Vision) (2) sum of Milestones
project(3) rapid Review
Truth-telling accountability
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Costco figured out the big, simple things and
executed with total fanaticism. Charles
Munger, Berkshire Hathaway
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almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
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Ac-count-a-bil-ity!
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GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
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615A.M.
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Thank you Conoco et al.
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X XFXExcellence Cross-functional
Excellence
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Never waste a lunch!
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???? XF lunches Measure!
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CIO Question Doc lunches Last 30 days
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George Crile (Charlie Wilsons War) on Gust
Avrakotos strategy He had become something
of a legend with these people who manned the
underbelly of the Agency CIA.
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The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer Solutions
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1. Its our organization to make workor not.
Its not them, the outside world thats the
problem. The enemy is us. Period. 2.
Friction-free! Dump 90 of middle managersmost
are advertent or inadvertent power freaks. We
are allevery one of usin the Friction Removal
Business, one moment at a time, now and
forevermore. 3. No stovepipes! Stove-piping,
Silo-ing is an Automatic Firing Offense.
Period. No appeals. (Within the limits of
civility, somewhat public firings are not out
of the questionthat is, make one and all aware
why the axe fell.) 4. Everything on the Web. This
helps. A lot. (Everything Big word.) 5. Open
access. All available to all. Transparency,
beyond a level thats sensible, is a de facto
imperative in a Burn-the-Silos strategy. 6.
Project managers rule!! Project managers running
XF (cross-functional) projects are the Elite of
the organization, and seen as such and treated as
such. (The likes of construction companies have
practiced this more or less forever.) 7.
Value-added Proposition Application of
integrated resources. (From the entire
supply-chain.) To deliver on our emergent
business raison detre, and compete with the
likes of our Chinese and Indian brethren, we must
co-operate with anybody and everybody 24/7.
IBM, UPS and many, many others are selling far
more than a product or service that worksthe new
it is pure and simple a product of XF
co-operation the product is the co-operation
is not much of a stretch.
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We have met the enemy and he is us. Walt
Kelly/Pogo
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Schlumberger!
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A January 2008 BusinessWeek cover story informed
us that Schlumberger may well take over the
world THE GIANT STALKING BIG OIL How
Schlumberger Is Rewriting the Rules of the Energy
Game. In short, Schlumberger knows how to
create and run oilfields, anywhere, from drilling
to fullscale production to distribution. And the
nugget is hardcore, relatively small, technically
accomplished, highly autonomous teams. As China
and Russia, among others, make their move in
energy, state run companies are eclipsing the
major independents. (Chinas state oil company
just surpassed Exxon in market value.) At the
center of it all, abetting these new players who
are edging out the Exxons and BPs, the Kings of
Large-scale, Long-term Project Management wear
Schlumberger overalls. (The pictures in the
article from Siberia alone are worth the cover
price.) At the center of the center of the
Schlumberger empire is a relatively newly
configured outfit, reminiscent of IBMs Global
Services and UPS integrated logistics experts
and even Best Buys now ubiquitous Geek Squads.
The Schlumberger version is simply called IPM,
for Integrated Project Management. It lives in a
nondescript building near Gatwick Airport, and
its chief says it will do just about anything an
oilfield owner would want, from drilling to
productionthat is, as BusinessWeek put it,
IPM strays from Schlumbergers traditional
role as a service provider and moves deeper into
areas once dominated by the majors. (My old pal
was solo on remote offshore platforms
interpreting geophysical logs and the like.)
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8. XF work is the direct work of leaders! 9.
Integrated solutions Our Culture.
(Therefore XF Our culture.) 10. Partner with
best-in-class only. Their pursuit of Excellence
helps us get beyond petty bickering. An all-star
team has little time for anything other than
delivering on the (big) Client promise. 11. All
functions are created equal! All functions
contribute equally! All All. 12. All functions
are PSFs, Professional Service Firms.
Professionalism is the watchwordand true
Professionalism rise above turf wars. You are
your projects, your legacy is your projectsand
the legacy will be skimpy indeed unless you pass,
with flying colors, the works well with others
exam! 13. We are all in sales! We all (a-l-l)
sell those Integrated Client Solutions. Good
salespeople dont blame others for screw-upsthe
Clint doesnt care. Good salespeople are
quarterbacks who make the system
work-deliver. 14. We all invest in wiring the
Client organizationwe develop comprehensive
relationships in every part (function, level) of
the Clients organization. We pay special
attention to the so-called lower levels, short
on glamour, long on the ability to make things
happen at the coalface. 15. We all live the
Brandwhich is Delivery of Matchless Integrated
Solutions which transform the Clients
organization. To live the brand is to become a
raving fan of XF co-operation.
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C(I)gtC(E)Internal customer relations C(I)
are perhaps-often more important than external
relationships C(E). That is, if you Internal
Relationships are excellent, youll have your
whole company working for you to get your jobs to
the head of the queue.
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16. We use the word partner until we want to
barf! (Words matter! A lot!) 17. We use the word
team until we want to barf. (Words matter! A
lot!) 18. We use the word us until we want to
barf. (Words matter! A lot!) 19. We obsessively
seek Inclusionand abhor exclusion. We want more
people from more places (internal, externalthe
whole supply chain) aboard in order to maximize
systemic benefits. 20. Buttons Badges matterwe
work relentlessly at team (XF team) identity and
solidarity. (Corny? Get over it.) 21. All
(almost all) rewards are team rewards. 22. We
keep base pay rather lowand give whopping
bonuses for excellent team delivery of seriously
cool cross-functional Client benefits. 23. WE
NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR
SCREWUPS. 24. WE TAKE THE HEATTHE WHOLE TEAM.
(For anything and everything.) (Losing, like
winning, is a team affair.) 25. BLAMING IS AN
AUTOMATIC FIRING OFFENSE. 26. Women rule.
Women are simply better at the XF communications
stuffless power obsessed, less hierarchically
inclined, more group-team oriented.
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Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
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Womens 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, Americas
Competitive Secret Women Managers
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TAKE THIS QUICK QUIZ Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer to
do list? Who enjoys a recap to the days
events? Who is better at keeping in touch
with others?Source Selling Is a Womans Game
15 Powerful Reasons Why Women Can Outsell Men,
Nicki Joy Susan Kane-Benson
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27. Every member of our team is an honored
contributor. XF project Excellence is an all
hands affair. 28. We are our XF Teams! XF
project teams are how we get things done. 29.
Wow Projects rule, large or smallWow projects
demand by definition XF Excellence. 30. We
routinely attempt to unearth and then reward
small gestures of XF co-operation. 31. We
invite Functional Bigwigs to our XF project team
reviews. 32. We insist on Client team
participationfrom all functions of the Client
organization. 33. An Open talent market helps
make the projects silo-free. People want in on
the project because of the opportunity to do
something memorableno one will tolerate delays
based on traditional functional squabbling. 34.
Flat! Flat Flattened Silos. Flat Excellence
based on XF project outcomes, not power-hoarding
within functional boundaries. 35. New C-level?
We more or less need a C-level job titled Chief
Bullshit Removal Officer. That is, some kind of
formal watchdog whose role in life is to make
cross-functionality work, and I.D. those who
dont get with the program. 36. Huge (H-U-G-E)
co-operation bonuses. Senior team members who
conspicuously shine in the working together bit
are rewarded or punished Big Time. (A million
bucks in one case I knowand a non-cooperating
very senior was sacked.)
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James Robinson III 500K (on the spot,
collaboration)Alan Puckett Fire the best!
(failure to collaborate)
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37. Get physical!! Co-location is the most
powerful culture changer. Physical X-functional
proximity is almost a guarantee (yup!) of
remarkably improved co-operationto aid this one
needs flexible workspaces that can be mobilized
for a team in a flash. 38. Ad hoc. To improve the
new X-functional Culture, little XF teams
should be formed on the spot to deal with an
urgent issuethey may live for but ten days, but
it helps the XF habit, making it normal to be
working the XF way. 39. Deep dip. Dive three
levels down in the organization to fill a senior
role with some one who has been pro-active on the
XF dimension. 40. Formal evaluations. Everyone,
starting with the receptionist, should have an
important XF rating component in their
evaluation. 41. Demand XF experience for,
especially, senior jobs. The military requires
all would-be generals and admirals to have served
a full tour in a job whose only goals were
cross-functional. Great idea! 42. Early project
management experience. Within days, literally,
of coming aboard folks should be running some
bit of a project, working with folks from other
functionshence, all this becomes as natural as
breathing. 43. Get em out with the customer.
Rarely does the accountant or bench scientist
call one the customer. Reverse that. Give
everyone more or less regular customer-facing
experiences. One learns quickly that the
customer is not interested in our in-house turf
battles!
83
44. Put it on theevery agenda. XF issues to
be resolved should be on every agendamorning
project team review, weekly exec team meeting,
etc. A next step within 24 hours (4?) ought to
be part of the resolution. 45. XF honest broker
or ombudsman. The ombudsman examines XF friction
events and acts as Conflict Resolution
Counselor. (Perhaps a formal conflict resolution
agreement?) 46. Lock it in! XF co-operation,
central to any value-added mission, should be an
explicit part of the Vision Statement. 47.
Promotions. Every promotion, no exceptions,
should put XF Excellence in the top 5 (3?)
evaluation criteria. 48. Pick partners based on
their co-operation proclivity. Everyone must be
on board if this thing is going to work hence
every vendor, among others, should be formally
evaluated on their commitment to XF
transparencye.g., can we access anyone at any
level in any function of their organization
without bureaucratic barriers? 49. Fire vendors
who dont get itmore than get it, welcome
it with open arms. 50. Jaw. Jaw. Jaw. Talk XF
cooperation-value-added at every opportunity.
Become a relentless bore! 51. Excellence! There
is a state of XF Excellence per se. Talk about
it. Pursue it. Aspire to nothing less.
84
X XFXExcellence Cross-functional
Excellence
85
C-levels to Abet Cross-functional Excellence
CGRO/Chief Grunge Removal OfficerCXFCO/Chief
Cross-functional Communication OfficerCIS-CDO/Chi
ef Information Sharing Common Database
OfficerCHRO(PL) /Chief Human resources Officer
(Project Managers, Love and Care of)CPMFO/Chief
Project Management Finance OfficerCTAO/Chief
Team-space Assignments OfficerCE(XFNC) /Chief
Executioner (Cross-functional Non-cooperation!)C
XFBPO/Chief Cross-functional Brownie-points
Officer
86
In We have C-level officers for any damn thing
you can mention. So I thought Id add my voice to
the fray. If XF (Cross-functional) performance is
a/the paramount issue for modern enterprise
effectiveness (where one is bringing to bear the
wherewithal of the entire enterprise to provide
high-value, systemic solutions for customers),
then XFX/Cross-functional excellence is
necessarily priority 1. And we need an exec to
lead the chargetry these job titles on for size!
87
The XF Bible Building a Knowledge-driven
Organization Overcome Resistance to the Free
Flow of Ideas. Turn Knowledge into New Products
and Services. Move to a Knowledge-based Strategy
Robert Buckman
88
The 180-degree Middle Manager Flip _at_ Buckman
Labs From information choke points To
knowledge transfer facilitators, with 100
(!!!) of their rewards based on spurring
co-operation across former barriers.
89
Bob Buckman runs Buckman Labs, a half-billion
dollar, Memphis-based specialty chemicals
company. You might well roll your eyes at the
overused customer solutions monikerbut Buckman
does just that with panache and for profit,
creating and applying chemical compounds in
customized ways to deal with production and
cleanup issues for specific customer facilities
in the likes of the paper and leather-making
industries. The devotion to custom solutions is
the bedrock, the alpha to omega, of the firms
extraordinary new-product and financial record.
Those closer to the intellectual fray than me
claim that Bob gets inventor rights in the now
ubiquitous knowledge management arena. In any
event, this book is the Buckman Labs saga in
extraordinary detailit is particularly valuable
because it moves so far beyond the relatively
easy software-technology bit and emphasizes the
way in which a companys culture must be jerked
around 180-degrees to destroy former functional
barriers. E.g., middle managers, typically choke
points guarding information and access to their
domain, became knowledge transfer facilitators,
with 100 (!!!) of their rewards based on
spurring co-operation across former barriers.
90
Thank you Heather
91
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
92
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
93
10 UNASSAILABLE REASONS WOMEN RULE Women make
all the financial decisions.Women control
all the wealth. Women substantially outlive
men. Women start most of the new
businesses. Womens work force participation
rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior ranks
rapidly even if the pace is slow
for the corner office per
se. Womens leadership strengths are
exceptionally well aligned with
new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what
exactly is the point of men?
Elizabeth Cady Stanton (more or less) (circa
0331.2007)
94
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
95
The Perfect Answer
Jill and Jack buy slacks in black
96
(No Transcript)
97
People powered Age 3 days, baby girls 2X eye
contact. Source Martha Barletta, Marketing to
Women
98
Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
99
Women see power in terms of influence, not
rank. Fortune
100
Mrs Coach K
101
Thank you .
102
24
103
Single greatest act of pure imagination
104
dubai
105
Thank you Sheik Mohammad
106
Wheres the Dubai in you strategy, or
project portfolio?Strategy doc should be
exciting excite a spouse or teenager, or
a meeting of frontline folks
107
Thank you Jim and Larry
108
Jims Group
109
Jims Mowing Canada Jims Mowing UK Jims
Antennas Jims Bookkeeping Jims Building
Maintenance Jims Carpet Cleaning Jims Car
Cleaning Jims Computer Services Jims Dog
Wash Jims Driving School Jims Fencing Jims
Floors Jims Painting Jims Paving Jims Pergolas
gazebos Jims Pool Care Jims Pressure
Cleaning Jims Roofing Jims Security Doors Jims
Trees Jims Window Cleaning Jims
Windscreens Note Download, free, Jim Penmans
book What Will They Franchise Next? The Story
of Jims Group
110
Basement Systems Inc.
111
Basement Systems Inc.Larry JaneskyDry
Basement Science (115,000!)1990 0 2003
13M 2007 62,000,000
112
Thank you Dov
113
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
caught up in fighting the fires of the moment
that they cannot really attend to the longterm
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, stat focused
on what really matters. Let me put it bluntly
every leader should routinely keep a substantial
portion of his or her timeI would say as much as
50 percentunscheduled. Only when you have
substantial slop in your scheduleunscheduled
timewill you have 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 is an immediate or visible problem.
Managers typical response to my argument about
free time is, Thats all well and good, but
there are things I have to do. Yet we waste so
much time in unproductive activityit takes an
enormous effort on the part of the leader to keep
free time for the truly important things. Dov
Frohman ( Robert Howard), Leadership The Hard
Way Why Leadership Cant Be TaughtAnd How You
Can Learn It Anyway (Chapter 5, The Soft Skills
Of Hard Leadership)
114
Thank you Eleanor
115
Do one thing every day that scares you.
Eleanor Roosevelt
116
Thank you Siberia in May, Peter, Herb, Marcus
and Bob
117
Why in the World did you go to Siberia?
118
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
119
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.
120
You have to treat your employees like
customers. Herb Kelleher, upon being asked his
secret to successSource 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 the
Annual Meeting)
121
1 cause ofDis-satisfaction?
122
2 per Year Excellence Legacy
123
Leaders SERVE people. Period. inspired by
Robert Greenleaf
124
PARCs Bob Taylor Connoisseur of Talent
(from Warren Bennis Patricia Ward Biederman,
Organizing Genius)
125
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
126
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
127
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
128
Brand Talent.
129
Leaders do people. Period. Anon.
130
Thank you Gust and Walter
131
George Crile (Charlie Wilsons War) on Gust
Avrakotos strategy He had become something
of a legend with these people who manned the
underbelly of the Agency CIA.
132
George Crile (Charlie Wilsons War) on Charlie
Wilson The way things normally work, if youre
not Jewish you dont get into the Jewish caucus,
but Charlie did. And if youre not black you
dont get into the black caucus. But Charlie
plays poker with the black caucus they had a
game, and hes the only white guy in it. The
House, like any human institution, is moved by
friendships, and no matter what people might
think about Wilsons antics, they tend to like
him and enjoy his company.
133
Politics politics politics politics politics
politics politics politics politics politics
politics politics politics politics politics
politics politics politics politics politics
politics
134
All success is a Matter of implementation. All
implementation is a matter of politics.
135
???????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!
136
Loser Hes such a suck-up!Winner
Hes such a suck-down.
137
Thank you Nelson and Ben
138
?
139
I am a dispenser of enthusiasm. Ben Zander
140
Thank you Gene and Bob
141
Hard Is SoftSoft Is Hard
142
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
143
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

144
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM.

145
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
146
You can make more friends in two months by
becoming interested in other people than you can
in two years by trying to get other people
interested in you. Dale Carnegie
147
Listening Is An Act of Love A Celebration of
American Life from the StoryCorps Project, Dave
Isay Guiding principles Our storiesthe
stories of everyday peopleare as interesting and
important as the celebrity stories we are
bombarded with If we take the time to listen,
well find wisdom, wonder and poetry in the lives
and stories of the people all around us We all
want to know our lives have mattered Listening
is an act of love.
148
The deepest human need is the need to be
appreciated.William James
149
FLOWERPOWER
FLOWERPOWER
150
R.O.I.R.
151
Return On Investment In Relationships
152
Attending to the Last 98 The New
Management Science, or Hard Is Soft, Soft
Is Hard Tom Peters/12.03.2008
153
S f( ___ ) Success Is a Function of
154
S ƒ(DR -2L, -3L, 4L IE) Number and depth
of relationships 2, 3, and 4 levels down, inside
and outside the organization S
ƒ(SDgtSU) Sucking down is more important than
sucking upthe idea is to have the entire
organization working for you. S ƒ(non-FF,
non-FL) Number of friends, number of lunches
with people not in my function S ƒ(FF) Number
of friends in the finance function-organization S
ƒ(OF) Oddball friends S ƒ(PDL) Purposeful,
deep listeningthis is very hard
155
S ƒ(EODD3MC) Number of end-of-the-day
difficult (youd rather avoid) 3-minute calls
that soothe raw feelings, mend fences, etc. S
ƒ(UFP, UFK, OAPS) Unsolicited favors performed,
UFs involving co-workers kids, overt acts
politeness-solicitude toward co-workers
spouses, parents, etc. S ƒ(TN) Number of
thank you notes sent S ƒ(C, PTS/OLC,
SAPA) of consultations, perception of being
taken serious (Responsible for one line of
code, small act of public appreciation S
ƒ(SU) Showing up (Woody Allen, Delawares
ridiculous influence on the U.S. Constitution)
156
S ƒ(1D) Seeking the assignment of writing first
drafts, minutes, etc (1787) S ƒ(SEAs) Number
of solid relationships with Executive
Assistants S ƒ(UL/w-m) useful lunches per
week, month S ƒ(FG, FOC-BOF, CMO) Favors
given, favors owed collectively, balance of
favors, conscious management thereof S
ƒ(CPRM, TS) Conscious-planned Relationship
management, time spent thereon S ƒ(TN/d, FG/m,
AA/d) Thank you notes per Day, flowers given per
Month, Acts of Appreciation per Day S
ƒ(PT100ATS, ENMFTTT) Proactive, timely,
100 apologies for tiny screw-ups, even if not
my fault (it always takes two to tango)
157
S ƒ(AMR, NBS-SG) Acceptance of mutual
responsibilities for all affairs, no
blame- shifting, scape-goating S
ƒ(APLSLFCT) Awareness, perception of little
snubsand lightening fast correction thereof S
ƒ(G) Grace S ƒ(GA) Grace toward adversary S
ƒ(GW) Grace toward the wounded in bureaucratic
firefights
158
S ƒ(PD) Purposeful decency S ƒ(TSPD,
TSP-L1) Time spent on promotion decisions,
especially for 1st level managers S ƒ(SS,
H-PD) soft stuff involved in Hiring, Promotion
decisions S ƒ(TWA, P, NP) Time wandering
around, purposeful, non-planned S ƒ(SBS) Slack
built into Schedule S ƒ(TSHR) Time spent
Hurdle Removing
159
S ƒ(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff S
ƒ(MBTSSMR) Purposeful management of this Soft
Stuff by people reporting to me S ƒ(EC,
MMO) Emotional connection, mgt maintenance
of S ƒ(IMDOP) Investment in Mastery of
detailed organization processes S ƒ(H-TS) Time
spent on Hiring
160
S f(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff
161
Thank you Warren
162
Questions What do others think of you? Are you
sure? What do you think of you? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What are the little things you
(perhaps unconsciously) do that cause people to
shrivelor blossom? Are you sure? What do you
want? Are you sure? Are you aware of your
changing moods? Are you sure? How fragile is
your ego? Are you sure? Do you have a true
confidant? Are you sure? Do you perform brief
or not-so-brief self-assessments? Do you talk
too much? Are you sure? Do you know how to
listen? Are you sure? Do you listen? Are you
sure? What is your style of hashing things
out? Are you perceived as (a) arrogant, (b)
abrasive (c) attentive, (d) genuinely interested
in people, (e) etc? Are you sure? Are you
flexible? Have you changed your mind about
anything important in a while? Are you
comfortable-uncomfortable with folks on the front
line? Do you think youre in touch with the
pulse of things around here? Are You Sure?
Are you too emotional/intuitive? Are you too
unemotional/rational? Do you spend much time
with people who are new to you? Do you think
questions like this are so much BS?
163
You must be the change you wish to see in the
world.Gandhi
164
Thank you Adrian
165
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
166
We are the company we keep
167
We become who we hang out with
168
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
169
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
170
Thank you WDCPs
171
Trapper lt20 per beaver pelt.Source WSJ
172
wdcp/Wildlife Damage-control Professional
150 to remove problem beaver 750-1,000
for flood-control piping so that beavers can
stay. Source WSJ
173
Trapper RedneckWDCP PSF/ Professional
Services Provider
174
7X to 40Xfor Solution rather than
service transaction
175
Up, Up, Up, Up the Value-added Ladder.
176
Auckland/pmtaipei/vpsingapore/pmbangkok/dpmfla
ndersamsterdam/MPsbarcelona/maKuala
Lumpur/CMlisbon/madublin/pmbuenos airessão
pauloWarsaw/MPslondon/mpsmilanSEOUL/Mamexico
d.f./mistanbul/dpmdubai/rfmoman/rfmusastockho
lm/mpsshanghaimauritius/pmjohannesburgbuchares
t/CM
177
M 0
178
IBM 55BAlso HP-EDS
179
THE GIANT STALKING BIG OIL How Schlumberger Is
Rewriting the Rules of the Energy Game. IPM
Integrated Project Management strays from
Schlumbergers traditional role as a service
provider and moves deeper into areas once
dominated by the majors. Source BusinessWeek
cover story, January 2008
180
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves represent.
ecompany.com (E.g., UPS Logistics manages the
logistics of 4.5M Ford vehicles, from 21 mfg.
sites to 6,000 NA dealers)
181
The Value-added Ladder/TRANSFORMATION Customer
Success through Implemented Gamechanging
SolutionsServicesGoods Raw Materials
Subject-matter Professionals and Organization
Effectiveness Experts (Degree MBA,
Organizational Psychology)
182
Thank you Country Walkers
183
L(21) L(-21)

184
Leadership(21A.D.) Leadership(21B.C.)

185
EXCELLENCE. BEDROCK.LEADERSHIP. THE 9Ps. THE
1M.
186
THE 9Ps.
187
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
188
MBWA
189
I am a Dispenser of Enthusiasm!Ben Zander
190
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
191
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
192
Leaders do people. Period. Anon.
193
The 1m
194
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
195
Ger-on-i-mo!
196
"Life is not a journey to the grave with the
intention of arriving safely in one pretty and
well preserved piece, but to skid across the line
broadside, thoroughly used up, worn out, leaking
oil, shouting GERONIMO! Bill McKenna,
professional motorcycle racer (Cycle magazine
02.1982)