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Learn why providing an excellent employee experience is crucial for delivering a WOW customer experience. Discover the importance of training and investing in your staff's development to maximize profits and achieve long-term success.
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Tom Peters’ EXCELLENCE. BEDROCK. THEN. NOW. TOMORROW. World Strategy Summit St. Regis Saadiyat Island Resort 17 November 2015 (Today’s slides and 10+ years of presentation slides at tompeters.com; also see our annotated 23-part Master Compendium at excellencenow.com)
CONRADHILTON, at a gala celebrating his career, was called to the podium and asked,“What were the most important lessons you learned in your long and distinguished career?”His answer …
EXCELLENT customer experience depends … entirely … onEXCELLENT employee experience! If you want to WOW your customers, FIRST you must WOW those who WOW the customers!
“What employees experience, Customers will. The best marketing is happy, engaged employees.YOUR CUSTOMERS WILL NEVER BE ANY HAPPIER THAN YOUR EMPLOYEES.”—John DiJulius, The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the World
Rocket Science. NOT. “If you want staff to give great service, give great service to staff.” —Ari Weinzweig, Zingerman’s Source: Small Giants: Companies That Choose to Be Great Instead of Big, Bo Burlingham
“Human level capability has not turned outto be a special stopping point from an engineering perspective.” —Illah Reza Nourbakhsh, Robot Futures/2013 “SOFTWARE IS EATING THE WORLD.”—Marc Andreessen/2014 “The intellectual talents of highly trained professionals are no more protected from automation than is the driver’s left turn.” —Nicholas Carr, The Glass Cage: Automation and Us “If you think being a ‘professional’ makes your job safe, think again.”—Robert Reich
CORPORATE MANDATE #1 2015:Your principal moral obligation as a leader is to develop the skillset, “soft” and “hard,” of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The bonus: This is also the#1 mid- to long-term … profit maximization strategy!
“Business has to give people enriching, rewarding lives …
1/4,096: excellencenow.com “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson
In the Army, 3-star generals worry about training. In most businesses, it's a “ho-hum” mid-level staff function.
Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)? Are your top trainers paid/cherished as much as your top marketers/ engineers?
Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)? If not, why not? Are your top trainers paid as much as your top marketers and engineers? If not, why not? Are your training courses so good they make you … JUMPFORJOY? If not, why not? Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next 12 months? If not, why not? Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, the military? If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you?
Bet #4:>> 8 of 10 CEOs, in 45-min “tour d’horizon” of their biz, would NOT mention training.
What is the best reason to go bananas over training?GREED. (It pays off.) (Also: Training should be an official part of the R&D budget and a capital expense.)
If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?
Employee retention & satisfaction & productivity:Overwhelmingly based on the first-line manager!Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently
“It may sound radical, unconventional, and bordering on being a crazy business idea. However— as ridiculous as it sounds—joy is the core belief of our workplace. Joy is the reason my company, Menlo Innovations, a customer software design and development firm in Ann Arbor, exists. It defines what we do and how we do it. It is the single shared belief of our entire team.” —Richard Sheridan, Joy, Inc.: How We Built a Workplace People Love
INNOVATION OBSESSION: BUILDING A LEARNING LAB
WHOEVER TRIES THE MOST STUFF WINS
“We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version#5.By the time our rivals are ready with wires and screws, we are on version #10.It gets back to planning versus acting: We act from day one; others plan how toplan—for months.” —Bloomberg by Bloomberg
“FAIL. FORWARD. FAST.”—High Tech CEO, Pennsylvania“FAIL FASTER. SUCCEED SOONER.”—David Kelley/IDEO“MOVE FAST. BREAK THINGS.”—Facebook
“EXPERIMENT FEARLESSLY”Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—TACTIC #1“RELENTLESS TRIAL AND ERROR” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions
CULTURAL CONVERSION: ORGANIZATIONASVIBRANTLEARNINGLAB
“You can’t be a serious innovator unless and until you are ready, willing and able to seriously play.‘SERIOUS PLAY’is not an oxymoron; it is the essence of innovation.”—Michael Schrage,Serious Play
The “We are what we eat”/ “We are who we hang out with” Axiom:At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc., etc.) is a strategicdecision about:“Innovate, ‘Yes’ or‘No’ ”
“Who’s the most interesting person you’ve met in the last 90 days? How do I get in touch with them?”—Fred Smith
“Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for1,000U.S. companies.They found thatNONEofthe long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.” —Financial Times
The Future Is Small —book, by Gervais Williams, superstar fund manager, FT/1217.14:“Research shows that new and small companies create almost all the new private sector jobs and are disproportionately innovative.”
THE RED CARPET STORE (Joel Resnick/Flemington NJ)
The Magicians of Motueka (PLUS)! W.A. Coppins Ltd.* (Coppins Sea Anchors/ PSA/para sea anchors) *Textiles, 1898; thrive on “wicked problems” —e.g., U.S. Navy STLVAST (Small To Large Vehicle At Sea Transfer); custom fabric from W. Wiggins Ltd./Wellington (specialty nylon, “Dyneema,” from DSM/Netherlands)
My “love affair” … Middle- sized Niche- or Micro-niche Dominators!* *"Own" a niche through EXCELLENCE/INNOVATION! (Writ large: Germany’s MITTELSTAND—“agile creatures darting between the legs of the multinational monsters” )
Baader (Iceland/80% fish-processing systems) Gallagher (NZ/electric fences) W.E.T. (heated car seat tech) Gerriers (theater curtains and stage equipment) Electro-Nite (sensors for the steel industry) Essel Propack (India/tooth paste tubes) SGS (product auditing and certification) DELO (specialty adhesives) Amorim (Portugal/cork products) EOS (laser sintering) Beluga (heavy-lift shipping) Omicron (tunnel-grid microscopy) Universo (wristwatch hands) Dickson Constant (technical textiles) O.C. Tanner (employee recognition/$400M) Hoeganaes (powder metallurgy supplies) Hidden Champions* of the 21st Century: Success Secrets of Unknown World Market Leaders/Hermann Simon (*1, 2, or 3 in world market; <$4B; low public awareness)
MBWA (Managing By Wandering Around)
