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Thriving Amidst the Tech Tsunami: Excellence 2019+

Tom Peters shares insights on extreme employee engagement and humanization in the business world, emphasizing the importance of people serving people.

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Thriving Amidst the Tech Tsunami: Excellence 2019+

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  1. 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 …

  2. “Remember to tuck the shower curtain inside the bathtub.”

  3. EXCELLENCE 2019THRIVING AMIDST THE TECH TSUNAMI/EXTREME EMPLOYEE ENGAGEMENT/EXTREME HUMANIZATIONTom PetersWorld Business Forum/Bogota/6 June 2019(This presentation/10+ years of presentation slides at tompeters.com; also see our annotated 23-part Monster-Master at excellencenow.com)

  4. EXCELLENCE 2019++ THE BUSINESS OF BUSINESS IS … PEOPLE(LEADERS) SERVING PEOPLE(EMPLOYEES) SERVING PEOPLE(CUSTOMERS) Tom PetersWorld Business Forum/Bogota/6 June 2019

  5. 70%, 85%, 87%*=ShameonUs!!*% of people who dislike their job, are not engaged at work, unhappy, “sleepwalking,” etc. (These numbers are extraordinarily consistent around the world.)Source: Inc., Gallup, Washington Post, etc.

  6. “BUSINESS HAS TO GIVE PEOPLE ENRICHING, REWARDING LIVES … OR IT’S SIMPLY NOT WORTH DOING.” —Richard Branson (#1/4,096)

  7. “The role of the Director is to create a space where the actors and actresses canbecome more than they have ever been before, more than they have ever dreamed of being.” —Robert Altman, Oscar acceptance speech

  8. MANAGING: A PAIN IN THE BUTT. Somebody’s got to do it; punching bag for higher ups on one end, grouchy employees on the other; blame magnet if things go wrong, big bosses abscond with the credit if things go right. MANAGING: THE PINNACLE OF HUMAN ACHIEVEMENT. The greatest life opportunity one can have (literally). Mid- to long-term success is no more and no less than a function of one’s dedication to and effectiveness at helping team members grow and flourish as individuals and as contributing members to an energetic, self-renewing organization dedicated to the relentless pursuit of EXCELLENCE.

  9. Les Wexner:FROM FASHION TRENDS GURU TO JOY FROM PICKING/ DEVELOPING PEOPLE!* *Limited Brands founder Les Wexner queried on astounding (>>JackWelch) longterm growth & profitability: It happened, he said, because “I got as excited about developing people”as he had been about predicting fashion trends in his early years.

  10. PEOPLE (LEADERS/MAMAGERS) SERVING PEOPLE (EMPLOYEES) SERVING PEOPLE (CUSTOMERS)

  11. Given/Axiomatic …THERE IS NO EXCUSE FOR NOT MAKING ANY ORGANIZATION OF ANY SIZE IN ANY BUSINESS A … GREATPLACETOWORKEVERY LEADER/2019 HAS A MORAL OBLIGATION TO DEVELOP PEOPLE SO THAT WHEN THEY LEAVE THEY ARE BETTER PREPARED FOR (CRAZY) TOMORROW THAN THEY WERE WHEN THEY ARRIVED.

  12. 2,000,000 17,000 8.6B

  13. The Commerce Bank/Metro Bank Model“WE WANT THEM IN OUR STORES.”Source: Vernon Hill, Fans! Not Customers. How to Create Growth Companies in a No Growth World

  14. Commerce Bank/Metro Bank:Get ‘Em Away From the ATM and Into the Branches:7X. 7:30A-8:00P. Fri/12A.7:30AM = 7:15AM.8:00PM = 8:15PM.Source: Vernon Hill, Fans, Not Customers

  15. “YESBANK”:“When we had a processing problem with MasterCard, it came to our attention that a customer couldn’t pay for their airline flights. A Metro Bank team member stepped in.SHE PUT THE CUSTOMER’S FLIGHTS ON HER PERSONAL CREDIT CARD SO THAT THE CUSTOMER COULD STILL TAKE ADVANTAGE OF A [time-sensitive]GOOD DEAL, and later—with their permission, of course— transferred the money from their account.” Source: Fans! Not Customers. How to Create Growth Companies in a No Growth World, Vernon Hill

  16. The Commerce Bank/Metro Bank Model“COST CUTTING IS A DEATH SPIRAL. OUR WHOLE STORY IS GROWING REVENUE.”“ARE YOU GOING TO COSTCUT YOUR WAY TO PROSPERITY?or …ARE YOU GOING TO SPEND YOUR WAY TO PROSPERITY?” “OVER-INVEST IN OUR PEOPLE, OVER-INVEST IN OUR FACILITIES.”Source: Source: Source: Vernon Hill, Fans! Not customers. How to Create Growth companies in a No Growth World

  17. Michael Raynor and Mumtaz Ahmed: THE THREE RULES: How Exceptional Companies Think* 1. BETTER BEFORE CHEAPER. 2. REVENUE BEFORE COST. 3. THERE ARE NO OTHER RULES. (*5-year study/Deloitte: From a database of over 25,000 companies from hundreds of industries covering 45 years, the authors uncovered 344 companies that qualified as statistically “exceptional,” and finally winnowed the list to 27 firms, including Thomas & Betts, Weis Markets, Hartland Express.)

  18. 2,000,000 dog biscuits 17,000 (good) jobs $8.6 billion/TD

  19. The Excellence Dividend’s “poster child”/Commerce Bank-Metro Bank:The human touchcan prevail(thrill customers and create jobs and earn big bucks and embarrass the cost-cutting job destroyers)circa 2019!

  20. “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

  21. SME Strategy #1 “BE THE BEST. IT’S THE ONLY MARKET THAT’S NOT CROWDED.” From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin

  22. JUNGLE JIM’S/“Shoppertainment”: “The props can also be a bit bizarre. Two men’s and women’s Porta Potties situated in the front area of the store look as though they belong on a construction site rather than in a food store. But they are false fronts, and once through the doors, customers find themselves in beautifully appointed restrooms. These creative facilities were recognized as … ‘AMERICA’S BEST RESTROOM’ … in the Sixth Annual competition sponsored by Cintas Corporation, a supplier of restroom cleaning and hygiene products. …” From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin

  23. Baader (Iceland/80% fish-processing systems) Gallagher (NZ/electric fences) W.E.T. (heated car seat tech) Gerriets (theater curtains and stage equipment) Electro-Nite (sensors for the steel industry) Essel Propack (India/tooth paste tubes) SGS (product auditing and certification) DELO (speciality 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)

  24. 37 Years/18 Books/ 2,500+ Speeches/63 Countries = 6 Words “Hard is soft. Soft is hard.”

  25. Hard (numbers/plans) is Soft. Soft (relationships/culture) is Hard.

  26. GOOGLE GETS A SURPRISE I“Project Oxygen [data from founding in 1998 to 2013] shocked everyone by concluding that, among the eight most important qualities of Google’s top employees, STEM[Science, Technology, Engineering, and Mathematics]expertise comes in dead last. The seven top characteristics of success at Google are all SOFT SKILLS: being a good coach; communicating and listening well; possessing insights into others (including others’ different values and points of view); having empathy toward and being supportive of one’s colleagues; being a good critical thinker and problem solver; and being able to make connections across complex ideas. Those traits sound more like what one gains as an English or theater major than as a programmer. …Source: Valerie Strauss, “The surprising thing Google learned about its employees—and what it means for today’s students” (Washington Post, 20 December 2017)

  27. The “Hard-Edge-First” Logic “Far too many companies invest too little time and money in their soft-edge excellence. … The three main reasons for this mistake are: 1. The hard edge is easier to quantify. 2. Successful hard-edge investment provides a faster return on investment 3. CEOs, CFOs, chief operating officers, boards of directors, and shareholders speak the language of finance.” Source: The Soft Edge, Rich Karlgaard

  28. Soft-Edge Advantages “1. Soft-edge strengths lead to greater brand recognition, higher profit margins, … [It] is the ticket out of Commodityville. “2. Companies strong in the soft edge are better prepared to survive a big strategic mistake or cataclysmic disruption … “3. Hard-edge strength is absolutely necessary to compete, but it provides only a fleeting advantage.” Source: The Soft Edge, Rich Karlgaard

  29. HIRING

  30. 1/7,500 “May I help you down the jetway …”

  31. “We look for ...listening, caring, smiling, saying ‘Thank you,’ being warm.”— Colleen Barrett, former President, Southwest Airlines

  32. “The ultimate filter we use[in the hiring process]is that we only hire NICE people.… When we finish assessing skills, we do something called ‘running the gauntlet.’ We have them interact with 15 or 20 people, and everyone of them have what I call a ‘blackball vote,’ which means they can say if we should not hire that person. I believe in culture so strongly and that one bad apple can spoil the bunch. There are enough really talented people out there who are nice, you don’t really need to put up with people who act like jerks.” —Peter Miller, CEO Optinose (pharmaceuticals) “When we talk about the qualities we want in people, EMPATHY is a big one.… If you can empathize with people, then you can do a good job. If you have no ability to empathize, then it’s difficult to help people improve. Everything becomes harder.—Stewart Butterfield, founder/CEO Slack, Flickr

  33. Observed closely during Mayo Clinic employment interviews (for renowned surgeons as well as others): The frequency of use of“I”or“We.” Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,”Management Lessons From Mayo Clinic

  34. USETHESEWORDS LISTENING. CARING. SMILING. SAYING “THANK YOU.” BEING WARM. NICE. EMPATHY. “We.”

  35. TRAINING = INVESTMENT#1!

  36. In the Army and Navy, 3-STARGENERALS/ ADMIRALS obsess on training. In most businesses, it's a “ho-hum” mid-level staff function.

  37. If you don't believe that training is “Investment #1,” ask an admiral, general, policechief, firechief, orchestraconductor, footballcoach, archery coach, moviedirector, actor(age 22 or 62), primaballerina, surgeon, ER or ICUchief or nurse,nuclear power plantoperator ... (or me).

  38. Gamblin’ Man Bet #1: >> 5 of 10 CEOs see training as expense rather than investment. Bet #2: >> 5 of 10 CEOs see training as defense rather than offense. Bet #3: >> 5 of 10 CEOs see training as “necessary evil” rather than “strategic opportunity.”

  39. Bet #4:>> 8 of 10 CEOs, in 45-min “tour d’horizon” of their biz, would NOT mention training.

  40. Step #1 Is your CTO/Chief Training Officer (Do you even have a CTO?) your top paid “C-level” job (other than CEO/COO)? Are your top trainers paid/cherished as much as your top marketers/ engineers?

  41. ASSET #11ST-LINE LEADERS

  42. 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 or at sea is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

  43. Employee retention & satisfaction:“Overwhelminglybased on the first-line manager!”—Marcus Buckingham/Curt Coffman, First, Break All the Rules“People leave managers not companies.”—Dave Wheeler

  44. Front-line Chiefs (Full Complement of): Principal determinants of … enterprise productivity. Principal determinants of … employee retention. Principal determinants of … product/ service quality. Principal carriers/embodiments of … corporate culture. Principal visible “spear carriers” for … Excellence. (Or not.) Principal champions/enablers of … sustained employee development.

  45. Promotion Decisions/2 per Year = Legacy“life and death decisions”Source: Peter Drucker, The Practice of Management

  46. WOMEN RULE!

  47. For One (BIG) Thing … “McKinsey & Company found that the international companies with more women on their corporate boards far outperformed the average company in return on equity and other measures. Operating profit was …56%higher.” Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimes

  48. “Women are rated higher in fully 12 of the 16 competencies that go into outstanding leadership. And two of the traits where women outscored men to the highest degree — taking initiative and driving for results — have long been thought of as particularly male strengths.” —Harvard Business Review/2017

  49. Lawrence A. Pfaff & Assoc.— 2 Years, 941 mgrs (672M, 269F); 360º feedback — Women: better in 20 of 20 (leadership) categories; 15 of 20 with statistical significance, incl. decisiveness, planning, setting stds.)— “Men are not rated significantly higher by any of the raters in any of the areas measured.” (LP)

  50. “Research[by McKinsey & Co.]suggests that to succeed, start bypromoting women.” —Nicholas Kristof/New York Times

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