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In Pursuit of Excellence: Steps to Sustainable Success

Learn the core principles of excellence in business management and the steps to ensure sustainable success. Discover the importance of valuing people, fostering customer satisfaction, and achieving profitable outcomes through reinvestment and reinvention. This insightful guide emphasizes the significance of maintaining high standards of service and innovation to secure long-term growth and prosperity.

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In Pursuit of Excellence: Steps to Sustainable Success

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  1. Tom Peters’ Excellence: Building Success Institute of Banking Studies 09 April 2013/Kuwait City (slides @ tompeters.com/excellencenow.com)

  2. 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”

  3. “Breakthrough” 82* People! Customers! Action! Values! *In Search of Excellence

  4. 1/4,096 Source: excellencenow.com

  5. 1/4,096* “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson *excellencenow.com

  6. 7 Steps to Sustaining Success You take care of the people. The people take care of the service. The service takes care of the customer. The customer takes care of the profit. The profit takes care of the re-investment. The re-investment takes care of the re-invention. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.)

  7. 7 Steps to Sustaining Success You take care of the people. The people take care of the service. The service takes care of the customer. The customer takes care of the profit. The profit takes care of the re-investment. The re-investment takes care of the re-invention. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.)

  8. "Mr. Peters is an enthusiast, a storyteller and a lover of capitalism. He says that effective management is management that delivers more value to customers and more opportunity for service, creativity and growth to workers. He is saying that the decent thing to do is also the smart thing. It's a wonderful message." —Paul Weaver, Wall Street Journal/

  9. Hard is Soft. Soft is Hard.

  10. Hard [numbers, plans]is Soft. Soft [people/relationships]is Hard.

  11. Organizations exist to serve. Period. Leaders live to serve. Period.

  12. “Why in the World did you go to Siberia?”

  13. Enterprise* (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted pursuit of EXCELLENCE in service of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners

  14. “Too Much Cost, Not Enough Value” “Too Much Speculation, Not Enough Investment” “Too Much Complexity, Not Enough Simplicity” “Too Much Counting, Not Enough Trust” “Too Much Business Conduct, Not Enough Professional Conduct” “Too Much Salesmanship, Not Enough Stewardship” “Too Much Focus on Things, Not Enough Focus on Commitment” “Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values” “Too Much ‘Success,’ Not Enough Character” Source: Chapter titles from Jack Bogle, Enough.

  15. Conrad Hilton

  16. Conrad Hilton, 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 …

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

  18. “In real life, strategy is actually very straightforward. Pick a general direction … andimplementlikehell.”—Jack Welch

  19. Sports:You beat yourself!

  20. “The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever.”—Napoleon

  21. First Things Before First Things

  22. 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?

  23. “People leave managers not companies.”—Dave Wheeler

  24. First Things Before First Things

  25. XFX = #1* *Cross-Functional eXcellence

  26. XFX/Typical Social Accelerators 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.) 2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.) 3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.) 4. Religiously invite counterparts in other functions to your team meetings. Ask them to present “cool stuff” from “their world” to your group. (Useful. Mark of respect.) 5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an email of “Thanks” for some sort of XFX gesture by your folks and some other function’s folks.) 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “AnnualAll-Star Supporters [from other groups] Banquet” modeled after superstar salesperson banquets.

  27. Formal evaluations. Everyone, starting with the receptionist, should have a significant XFX rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)

  28. ONE Act of XFX Enhancement Every Day!

  29. Case

  30. William Mayo, 1910, on the Clinic’s Core Value: Team medicine(“medicine as a co-operative science”) Source: Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Chapter 7, from Management Lessons From Mayo Clinic

  31. “I am hundreds of times better here[than in my prior hospital assignment] because of the support system. It’s like you are working in an organism; you are not a single cell when you are out there practicing.”—quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from Management Lessons From Mayo Clinic

  32. First Things Before First Things

  33. “The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think

  34. 18 …

  35. 18 … seconds!

  36. [An obsession with] Listening is ... the ultimate mark of Respect. Listening is ... the heart and soul of Engagement. Listening is ... the heart and soul of Kindness. Listening is ... the heart and soul of Thoughtfulness. Listening is ... the basis for true Collaboration. Listening is ... the basis for true Partnership. Listening is ... a Team Sport. Listening is ... a Developable Individual Skill.* (*Though women are far better at it than men.) Listening is ... the basis forCommunity. Listening is ... the bedrock of Joint Ventures that work. Listening is ... the bedrock of Joint Ventures thatgrow. Listening is ... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organization effectiveness.) [cont.]

  37. Listen = “Profession” = Study = practice = evaluation = Enterprise value

  38. First Things Before First Things

  39. Whine all you want, but meetings are what you [boss]do!

  40. Meetings = #1 leadership opportunity

  41. Meeting:Every meeting that does not stir the imagination and curiosity of attendees and increase bonding and co-operation and engagement and sense of worth and motivate rapid action and enhance enthusiasm is a permanently lost opportunity.

  42. First Things Before First Things

  43. First Things Before First Things • Matchless Strategic Asset: Matchless 1st-line LEADERSHIP CADRE! • 2. Cross-functional INTEGRATION as Peerless Source of Value-building! • (Goal: #1 “Minus” to #1 “Plus.”) • 3. Listening “Fiercely” as SUSTAINABLE Competitive Advantage! • 4. Annoyance to LEADERSHIP PLATFORM #1: Meetings!

  44. Tom Peters’ Excellence: Building Success Institute of Banking Studies 09 April 2013/Kuwait City (slides @ tompeters.com/excellencenow.com)

  45. 1.

  46. “You have to treat your employees like customers.”—Herb Kelleher, upon being asked his “secret to success”Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s 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 picketingAA’s Annual Meeting)

  47. "If you want staff to give great service, first give great service to staff." —Ari Weinzweig, Zingerman's

  48. If you want to best serve customers then you mustfirstserve those who serve the customers.

  49. If you want to WOWyour customers then you must first WOWthose who WOWthe customers!

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