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Explore the importance of talent in organizations and how it drives excellence. Learn the principles and strategies for attracting, developing, and retaining top talent. Discover the power of servant leadership and the impact of talent on business success.
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Tom Peters’ X25*EXCELLENCE. ALWAYS.Talent.Utrecht/23 March 2007*In Search of Excellence 1982-2007
“Omnicom very simply is about talent. It’s about the acquisition of talent, providing the atmosphere so talent is attracted to it.”—John Wren
Whoops: Jack didn’t have a vision!**GE = “Talent Machine” (Ed Michaels)
Servant Leadership/Robert Greenleaf 1. Do those served grow as persons? 2. Do they, while being served, become healthier wiser, freer, more autonomous, more likely themselves to become servants?
Cause(worthy of commitment)Space(room for/encouragement for initiative) Decency(respect, humane)
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”
The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.
Enterprise* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others.*****Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
3. FUNDAMENTAL PREMISE: We Are in an Age of Talent/ Creativity/ Intellectual-capital Added.
Agriculture Age(farmers)Industrial Age(factory workers)Information Age(knowledge workers)Conceptual Age(creators and empathizers)Source: Dan Pink, A Whole New Mind
“Human creativity is the ultimate economic resource.”—Richard Florida,The Rise of the Creative Class
“The Creative Age is awideopen game.”—Richard Florida, The Rise of the Creative Class
“THE FUTURE BELONGS TO … SMALL POPULATIONS … WHO BUILD EMPIRES OF THE MIND … AND WHO IGNORE THE TEMPTATION OF—OR DO NOT HAVE THE OPTION OF—EXPLOITING NATURAL RESOURCES.”Source: Juan Enriquez/Asthe Future Catches You
4. Talent “Excellence” in Every Part of Every Organization.
Measure “Strangeness”/Portfolio QualityStaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard
“The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’”—Headline, FT, 0110.07
Rob McEwen/CEO/Goldcorp Inc./Red Lake goldSource: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams
“The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.”—Warren Bennis & Patricia Ward Biederman, Organizing Genius
“A man without a smiling face must not open a shop.”—Chinese Proverb
A Few Lessons from the ArtsEach hired and developed and evaluated in unique ways(23 contributors = 23 unique contributions = 23 pathways = 23 personalities = 23 sets of motivators)Attitude/Enthusiasm/Energy paramountRe-lent-less!“Practice is cool”(G Leonard/Mastery)Team and individual Aspire to EXCELLENCE = ObviousEx-e-cu-tionTalent = Brand = Duh“The Project” rulesEmotional languageBit players. No.B.I.W.(everything)Delta events = Delta rosters(incl leader/s)
Visibly energetic /Passionate/Enthusiastic … about everything.Engaging/Inspires others. (Inspires the interviewer!)Loves messes & pressure. Impatient/ Action fanatic.A finisher.Exhibits: Fat “WOW Project” Portfolio. (Loves to talk about her work.)Smart.Curious/ Eclectic interests/A little (or more) weird.Well-developed sense of humor/ Fun to be around. ******No. 1 re bosses: Exceptional talent selection & development record. (Former co-workers: “Did you visibly grow while working with X?” /“How has the department/team grown on a ‘world-class’ scale during X’s tenure?”)
A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd: First:Separating financial forecasting and performance measurement.Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second:Putting HR on a par with finance and marketing.
“HR doesn’t tend to hire a lot of independent thinkers or people who stand up as moral compasses.”—Garold Markle, Shell Offshore HR Exec (FC/08.05)
People DepartmentCenter for Talent ExcellenceSeriously Cool People Who Recruit & Develop Seriously Cool PeopleEtc.