Download
1 / 367
3.67k likes | 3.68k Views
Explore the moral foundations of business success and professional conduct, emphasizing values like trust, stewardship, and service. This presentation delves into the importance of leadership, commitment, and excellence in the organizational context. Reflecting on quotes from influential figures and highlighting the significance of first-line supervisors in shaping employee satisfaction and performance, it advocates for a holistic approach to management that prioritizes ethical behavior and societal trust. Learn how a focus on service, character, and community can drive success in the corporate world.
E N D
NOTE:To appreciate this presentation [and insure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”
Excellence: The 11H* “Theory of Everything” 15 November 2010/Tom Peters *Also see original 3H “Theory of Everything” at APPENDIX, end of this presentation
Excellence: The Moral Basis of Enterprise
“At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds …
“At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller … that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds …‘Yes, but I have something he will never have … enough.’” Source: John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)
“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: Jack Bogle, Enough. (chapter titles)
“Managers have lost dignity over the past decade in the face of wide spread institutional breakdown of trust and self-policing in business. To regain society’s trust, we believe that business leaders must embrace a way of looking at their role that goes beyond their responsibility to the shareholders to include a civic and personal commitment to their duty as institutional custodians. In other words, it is time that management became a profession.”—Rakesh Khurana & Nitin Nohria, “It’s Time To Make Management a True Profession,” HBR/10.08
Organizations exist to serve. Period. Leaders live to serve. Period.
EXCELLENCE. Always.If not EXCELLENCE, what?If not EXCELLENCE now, when? EXCELLENCE is not an "aspiration."EXCELLENCE is not a "journey."EXCELLENCE is the next five minutes. Organizations exist to SERVE. Period.Leaders exist to SERVE. Period. SERVICE is a beautiful word. SERVICE is character, community, commitment. (And profit.)SERVICE is a beautiful word. SERVICE is not "Wow." SERVICE is not "raving fans." SERVICE is not "a great experience." Service is "just" that—SERVICE.
Why in the World did you go to Siberia?
Enterprise* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholeheartedservice of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners
“Excellence … can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.” Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)
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: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
I am sure you “spend time” on this. My question: Is it an … OBSESSION …worthy of the impact it has on enterprise performance?
Suggested addition to your statement of Core Competencies: “We are obsessed with developing a cadre of 1st line managers that is second to none—we understand that this cadre per se is arguably one of our top two or three most important ‘Strategic Assets.’”
Six “Obvious” Questions (1) Are you, Big Boss, a ... f-o-r-m-a-l student of first-line supervisor behavioral excellence?* (*Yes, this sort of thing can be formally studied.) (2) Do you spend ... gobs and gobs (and then more and more gobs and gobs) of time ... selecting the first-line supervisors? (3) Do you have the ... absolute best training program in the industry ... (or some subset thereof) for first-line supervisors? (4) Do you Formally & Rigorously ... mentor ... first-line supervisors? (5) Are you willing, pain notwithstanding, to ... leave a first-line supervisor slot open ... until you can fill the slot with somebody spectacular? (And are you willing to use some word like ... “spectacular” ... in judging applicants for the job?) (6) Is it possible that promotion decisions for first-line supervisors are more important than promotion decisions for VP slots?) (Hint: Yes.)
Capital Asset **Selecting and training and mentoring one’s pool of front- line managers can be a “Core Competence” of surpassing strategic importance.**Put under a microscope every attribute of the cradle-to- grave process of building the capability of our cadre of front-line managers.
XFX = #1* *Cross-Functional eXcellence
???? % XF lunches* *Measure! Monthly! Part of evaluation! [The PA’s Club.]
Lunch > SAP/ Oracle
“Allied commands depend on mutual confidence [and this confidence is] gained, above all through the development offriendships.” —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.”
Geologists + Geophysicists + A little bit of love =Oil
“XFX 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. Invite counterparts in other functions to your team meetings. Religiously. Ask them to present “cool stuff” from “their world” to your group. (B-I-G deal; useful and respectful.) 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 “Annual All-Star Supporters [from other groups] Banquet” modeled after superstar salesperson banquets. 7. Discuss—A SEPARATE AGENDA ITEM—good and problematic acts of cross-functional co-operation at every Team Meeting.
“XFX Social Accelerators.” 8. When someone in another function asks for assistance, respond with … more … alacrity than you would if it were the person in the cubicle next to yours—or even more than you would for a key external customer. (Remember, XFX is the key to Customer Retention which is in turn the key to “all good things.”) 9. Do not bad mouth ... “the damned accountants,” “the bloody HR guy.” Ever. (Bosses: Severe penalties for this—including public tongue-lashings.) 10. Get physical!! “Co-location” may well be the most powerful “culture change lever.” Physical X-functional proximity is almost a … guarantee … of remarkably improved co-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash. 11. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.) 12. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional achievements. 13. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal success—in terms of organizational career, freelancer/Brand You, or as entrepreneur.
C(I) > C(E) Lunch Kudos Learning/ Presence/Presentations Facetime C(E) Transparency Awards Co-locate/Geologists-Geophysicists Time!!!!!!!!!!!!!!!!!!!!!!!!!! Motherhood (“If don’t take credit …) Staff C.Sat./Unicredit
THE WHOLE POINT HERE IS THAT “XFX” IS ALMOST CERTAINALY THE #1 OPPORTUNITY FOR STRATEGIC DIFFERENTIATION. WHILE MANY WOULD LIKELY AGREE, IN OUR MOMENT-TO-MOMENT AFFAIRS, XFX PER SE IS NOT SO OFTEN VISIBLY & PERPETUALLY AT THE TOP OF EVERY AGENDA. I ARGUE HERE FOR NO LESS THAN … VISIBLE. CONSTANT. OBSESSION.
“Suck down for success!” * ** *** **** **** *“He [Gust Avarkotos] had become something of a legend with these people who manned the underbelly of the Agency [CIA],”from Charlie Wilson’s War **Getting to know “the risk guys” [GE Power] ***“Spend less time with your customer!” ****C(I) > C(E) *****The ATT systems sales exec
Loser:“He’s such a suck-up!”Winner:“He’s such a suck-down.”
???????“Success doesn’t depend on the number of people you know; it depends on the number of people you know in highplaces!”or“Success doesn’t depend on the number of people you know; it depends on the number of people you know in low places!”
S = ƒ(#&DR; -2L, -3L, -4L, I&E) Success is a function of: Number and depth of relationships 2, 3, and 4 levels down inside and outside the organization S = ƒ(SD>SU) Sucking down is more important than sucking up—the idea is to have the [your] entire organization working for you. S = ƒ(#non-FF, #non-FL) Number of friends not in my function S = ƒ(#XFL/m) Number of lunches with colleagues in other functions per month S = ƒ(#FF) Number of friends in the finance organization
S =ƒ(#PK“W”P)S = ƒ(#PK“L”P)# of people you know in the “wrong” places# of people you know in “low” places
Excellence: The 11H* “Theory of Everything” 15 November 2010/Tom Peters *Also see original 3H “Theory of Everything” at APPENDIX, end of this presentation
All you need to know …HiltonHowardHerbHenry IHenry IIHiramHoratioHillHartvilleHelgesenHsieh
Conrad Hilton, at a gala celebrating his career, was asked,“What was the most important lesson you’ve learned in your long and distinguished career?”His immediate answer …
“Execution is thejobof the businessleader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
“Execution isasystematic processof rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
