LONG Tom Peters’ The Excellence Dividend Meeting the Tech Tide With

1. LONG Tom Peters’ The Excellence Dividend Meeting the Tech Tide With Work That Wows and Jobs That Last Dignity Health 2017 Operations COO/CEO Retreat 09 May/San Francisco (This presentation/10+ years of presentation slides at tompeters.com; also see our annotated 23-part Monster-Master at excellencenow.com)

2. Tom Peters’ Excellence 2017 Hello humankindness! Dignity Health 2017 Operations COO/CEO Retreat 09 May/San Francisco (This presentation/10+ years of presentation slides at tompeters.com; also see our annotated 23-part Monster-Master at excellencenow.com)

3. Happy National Nurses Week 2017!

4. Conveyance:Kingfisher Air Location:Approach to New Delhi

5. “May I clean your glasses, sir?”

6. “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay "Let's not forget that small emotions are the great captains of our lives."–—van Gogh

7. Tom Peters’ EXCELLENCE! “THE WORKS” A Half-Century’s Reflections/1966-2016 Chapter TWO: EXCELLENCE 01 January 2016 (10+ years of presentation slides at tompeters.com; also see our annotated 23-part Master Compendium at excellencenow.com)

8. Hard (numbers/plans) is Soft. Soft (people/relationships/culture) is Hard.

9. 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

10. EXCELLENCE is not a “long-term” "aspiration.” EXCELLENCE is the ultimate short-term strategy. EXCELLENCE is … THE NEXT5MINUTES.* (*Or NOT.)

11. EXCELLENCE is not an "aspiration." EXCELLENCE is … THE NEXT FIVE MINUTES. EXCELLENCE is your next conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is shutting up and listening—really listening. Or not. EXCELLENCE is your next customer contact. Or not. EXCELLENCE is saying “Thank you” for something “small.” Or not. EXCELLENCE is the next time you shoulder responsibility and apologize. Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is the flowers you brought to work today. Or not. EXCELLENCE is lending a hand to an “outsider” who’s fallen behind schedule. Or not. EXCELLENCE is bothering to learn the way folks in finance (or IS or HR) think. Or not. EXCELLENCE is waaay “over”-preparing for a 3-minute presentation. Or not. EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE. Or not.

12. “Strive for Excellence. Ignore success.”—Bill Young, race car driver

13. Joe J. Jones 1/3/42 – 3/23/17 Net Worth$21,543,672.48*(*When the NYSE closed on 3/22/17)

14. “Strive for Excellence. Ignore success.”—Bill Young, race car driver

15. “In a way, the world is a great liar. It shows you it worships and admires money, but at the end of the day it doesn’t. It says it adores fame and celebrity, but it doesn’t, not really. The world admires, and wants to hold on to, and not lose, goodness. It admires virtue. At the end it gives its greatest tributes to generosity, honesty, courage, mercy, talents well used, talents that, brought into the world, make it better. That’s what it really admires. That’s what we talk about in eulogies, because that’s what’s important. We don’t say, ‘The thing about Joe was he was rich!’ We say, if we can …

16. “ … We say, if we can … ‘The thing about Joe was he took good care of people.’” —Peggy Noonan, “A Life’s Lesson,” on the astounding response to the passing of journalist Tim Russert, The Wall Street Journal, June 21-22, 2008

17. Step Up To*Creating/Living/Maintaining anEffective Culture

18. “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.Yet I came to see in my time at IBM that culture isn’t just one aspect of the game —IT IS THE GAME.” —Lou Gerstner, Who Says Elephants Can’t Dance

19. WSJ/0910.13: “What matters most to a company over time? Strategy or culture? Dominic Barton, Managing Director, McKinsey & Co.:“Culture.”

20. “Culture eats strategy for breakfast.” —Ed Schein/1986

21. “What’s remarkable is how fast a culture can be torn apart.” —top 3M scientist Source: “3M’s Innovation Crisis: How Six Sigma Almost Smothered Its Idea Culture,” Cover story, BusinessWeek

22. “Starbucks had become operationally driven, about efficiency as opposed to the romance. We’d lost the soul of the company.” —Howard Schultz on Starbucks’ problems which caused him to reclaim the CEO job (Shultz calls his association with Starbucks “a love story.”) (FYI: Subsequent to Schultz’s return, Starbucks has indeed gotten its mojo back!)

23. “Shareholders very seldom love the brands they have invested in. And the last thing they want is an intimate relationship. They figure this could warp their judgment. They want measurability, increasing returns (always) and no surprises (ever). Imagine a relationship with someone like that! “No wonder so many brands lost the emotional thread that had led them to their extraordinary success and turned them instead into metric-munchers of the lowest kind. Watch for the sign: ‘Heads, not hearts, at work here.’ ” Source: Kevin Roberts, former CEO, Saatchi & Saatchi, Lovemarks: The Future Beyond Brands

24. “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, CFO, chief operating officers, boards of directors, and shareholders speak the language of finance.” Source: The Soft Edge, Rich Karlgaard

25. Soft-Edge Advantages “1. Soft-edge strength leads 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

26. “The notion that corporate law requires directors, executives, and employees to maximize shareholder wealth simply isn’t true. There is no solid legal support for the claim that directors and executives in U.S. public corporations have an enforceable legal duty to maximize shareholder wealth. The idea is fable.”—Lynn Stout, professor of corporate and business law, Cornell Law school, in The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Public

27. “On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy. … Your main constituencies are your employees, your customers and your products.” —Jack Welch, FT, 0313.09, page 1

28. Our MissionTO DEVELOP AND MANAGE TALENT;TO APPLY THAT TALENT,THROUGHOUT THE WORLD, FOR THE BENEFIT OF CLIENTS;TO DO SO IN PARTNERSHIP; TO DO SO WITH PROFIT.WPP

29. Putting People (REALLY) First/ People Before Strategy

30. “PEOPLE BEFORE STRATEGY” —Lead article, Harvard Business Review. July-August 2015, by Ram Charan, Dominic Barton, and Dennis Carey

31. “In a world where customers wake up every morning asking, ‘What’s new, what’s different, what’s amazing?’ success depends on a company’s ability to unleash initiative, imagination and passion of employees at all levels—and this can only happen if all those folks are connected heart and soul to their work [their ‘calling’], their company and their mission.”—John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business

32. “You have to treat your employees like customers.” —Herb Kelleher, Southwest Airlines, upon being asked his “secret to success” “If you want staff to give great service, give great service to staff.” —Ari Weinzweig, Zingerman’s, in Bo Burlingham’s Small Giants: Companies That Choose to Be Great Instead of Big

33. “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

34. EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down Vineet Nayar/CEO/HCL Technologies

35. “Nobody comes home after a surgery saying, ‘Man, that was the best suturing I’ve ever seen!’ or ‘Sweet, they took out the correct kidney!’ Instead, we talk about the people who took care of us, the ones who coordinated the whole procedure—everyone from the receptionist to the nurses to the surgeon.And we don’t just tell stories around the dinner table. We share our experiences through conversations with friends and colleagues and via social media sites.” — Paul Spiegelman and Britt Berrett,Patients Come Second: Leading Change By Changing the Way You Lead

36. Press Ganey Assoc:139,380 former patients from 225 hospitals:NONEOF THE TOP 15 FACTORS DETERMINING PATIENT SATISFACTION REFERRED TO PATIENT’S HEALTH OUTCOMEPSatdirectly related to StaffInteractionPSatdirectly correlated with Employee SatisfactionSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

37. “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

38. Profit Through Putting People First Business Book Club Nice Companies Finish First: Why Cutthroat Management Is Over—and Collaboration Is In, by Peter Shankman with Karen Kelly Uncontainable: How Passion, Commitment, and Conscious Capitalism Built a Business Where Everyone Thrives, by Kip Tindell, CEO Container Store Conscious Capitalism: Liberating the Heroic Spirit of Business, by John Mackey, CEO Whole Foods, and Raj Sisodia Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, by Raj Sisodia, Jag Sheth, and David Wolfe The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits, by Zeynep Ton, MIT Joy, Inc.: How We Built a Workplace People Love, by Richard Sheridan, CEO Menlo Innovations Employees First, Customers Second: Turning Conventional Management Upside Down, by Vineet Nayar, CEO, HCL Technologies Patients Come Second: Leading Change By Changing the Way You Lead by Paul Spiegelman & Britt Berrett The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt, by Hal Rosenbluth, former CEO, Rosenbluth International It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy, by Mike Abrashoff, former commander, USS Benfold Turn This Ship Around; How to Create Leadership at Every Level, by L. David Marquet, former commander, SSN Santa Fe Small Giants: Companies That Choose to Be Great Instead of Big, by Bo Burlingham Hidden Champions: Success Strategies of Unknown World Market Leaders, by Hermann Simon Retail Superstars: Inside the 25 Best Independent Stores in America, by George Whalin Joy at Work: A Revolutionary Approach to Fun on the Job, by Dennis Bakke, former CEO, AES Corporation The Dream Manager, by Matthew Kelly The Soft Edge: Where Great Companies Find Lasting Success, by Rich Karlgaard, publisher, Forbes Delivering Happiness: A Path to Profits, by Tony Hsieh, Zappos Camellia: A Very Different Company Fans, Not Customers: How to Create Growth Companies in a No Growth World, by Vernon Hill Like a Virgin: Secrets They Won’t Teach You at Business School, by Richard Branson

39. THE MORAL IMPERATIVE:PEOPLE DEVELOPMENT

40. “If you think being a ‘professional’ makes your job safe, think again.”—Robert Reich “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

41. “Ten Million Jobs at Risk from Advancing Technology: Up to 35 percent of Britain's jobs will be eliminated by new computing and robotics technology over the next 20 years, say experts [Deloitte/Oxford University].” —Headline, Telegraph (UK), 11 November2014 “I believe that 90 percent of white-collar/‘knowledge-work’ jobs—which are 80 percent of all jobs—in the U.S. will be either destroyed or altered beyond recognition in the next 10 to 15 years.”—Tom Peters, Cover, Time, 22 May 2000 “The machine plays no favorites between manual and white collar labor.” —Norbert Wiener, 1958

42. “Automation has become so sophisticated that on a typical passenger flight, a human pilot holds the controls for a grand total of … 3minutes. [Pilots] have become, it’s not much of an exaggeration to say, computer operators.” Source: Nicholas Carr, “The Great Forgetting,” The Atlantic, 11.13

43. “Meet Your Next Surgeon: Dr. Robot” Source: Feature/Fortune/15 JAN 2013/on Intuitive Surgical’s da Vinci/multiple bypass heart-surgery robot

44. CORPORATE MANDATE #1 2016: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!

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

46. Hiring

47. Conveyance:Southwest AirlinesLocation:Albany, NY; boarding flight to BWI

48. 1/7,500 “May I help you down the jetway. …”

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

50. “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)