Dr. Robot: The Future of Surgery Revolutionized

1. 1,000,000

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

3. “Human level capability has not turned out to be a special stopping point from an engineering perspective.”—Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Futures

4. 500:1

5. “The combination of new market rules and new technology was turning the stock market into, in effect,awarof [AI]robots.”Source: Michael Lewis, “Goldman’s Geek Tragedy,” Vanity Fair, 09.13

6. “[Michael Vassar/MetaMed founder] is creating a better information system and new class of people to manage it. ‘Almost all health care people get is going to be done—hopefully—by algorithms within a decade or two. We used to rely on doctors to be experts, and we’ve crowded them into being something like factory workers, where their job is to see one patient every 8 to 11 minutes and implement a by-the-book solution. I’m talking about creating a new expert profession’—medical quants, almost like hedgefund managers, who could do the high-level analytical work of directing all the information that flows into the world’s hard drives. Doctors would now be aided by Vassar’s new information experts who would be aided by advanced artificial intelligence.”—New York /0624.13

7. “There is now a meta-analysis of studies of the comparative efficacy of clinical judgment and actuarial prediction methods. … Of 136 research studies from a wide variety of predictive domains, not more than 5percent show the clinician’s predictive procedure to be more accurate than a statistical one.”Source: Paul Meehl, Clinical versus Statistical Prediction, quoted in Daniel Kahneman, Thinking, Fast and Slow

8. “The root of our problem is not that we’re in a Great Recession or a Great Stagnation, but rather that we are in the early throes of a Great Restructuring. Our technologies are racing ahead, but our skills and organizations are lagging behind.” Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

9. GeneticsRoboticsInformaticsNanotechnology**Decision #1: GRIN and BEAR it? GRIN and SAVOR it?

10. Tom Peters’ Re-ImagineEXCELLENCE! Dental Trade Alliance/Annual Meeting 2013 Ponte Vedra/17 October 2013 (slides at tompeters.com; also see excellencenow.com)

11. REALLY First Things Before First Things: Conrad Hilton

12. 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 …

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

14. “EXECUTION ISSTRATEGY.”—Fred Malek

15. REALLY First Things Before First Things First-line Bosses, Cadre of “Sergeants”

16. 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?

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

18. REALLY First Things Before First Things Training: A Three-star Job

19. In the Army, 3-star generals worry about training. In most businesses, it's a “ho hum” mid-level staff function.

20. REALLY First Things Before First Things Hiring: The 70-cent Rule

21. “development can help great people be even better— but if I had a dollar to spend, I’d spend70 centsgetting the right person in the door.”—Paul Russell, Director, Leadership and Development, Google

22. REALLY First Things Before First Things Evaluating: Strategic Differentiator

23. EVALUATING PEOPLE = #1 DIFFERENTIATORSource: Jack Welch, now Jeff Immelt on GE’s top strategic skill (!!!!)

24. REALLY First Things Before First Things Promoting: Life or Death Decisions

25. Promotion Decisions“life and death decisions”Source: Peter Drucker, The Practice of Management

26. REALLY First Things Before First Things: #1 Failing

27. “If I had to pick one failing of CEOs, it’s that they don’t read enough.”—Co-founder of one of the largest investment services firms in the USA/world

28. REALLY First Things Before First Things:We Are What We Eat: The “Fred Smith Question”

29. “Who’s the most interesting person you’ve met in the last 90 days? How do I get in touch with them?”—Fred Smith

30. REALLY First Things Before First Things: MBWA

31. 25

32. “Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters.Let me put it bluntly: every leader should routinely keep a substantial portion of his or her time—I would say as much as50percent—unscheduled.… Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’Yet we waste so much time in unproductive activity—it takes an enormous effort on the part of the leader to keep free time for the truly important things.” —Dov Frohman (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught— And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)

33. REALLY First Things Before First Things: Meeting Power!

34. Meetings are #1 thing bosses do. Therefore, 100% of those meetings:EXCELLENCE. ENTHUSIASM. ENGAGEMENT. LEARNING. TEMPO. WORK-OF-ART.DAMNIT.

35. REALLY First Things Before First Things: Acknowledgement!

36. “The deepest principal in human nature is the craving* to be appreciated.”—William James*“Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, How to Win Friends and Influence People (“The BIG Secret of Dealing With People”)

37. REALLY First Things Before First Things: K = R = P

38. Press Ganey Assoc:139,380 former patients from 225 hospitals:NONEof THE top 15 factors determining Patient Satisfaction referred to patient’s health outcome.Instead:directly related to StaffInteraction;directly correlated with Employee SatisfactionSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

39. “There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. KINDNESS IS FREE. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.”—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance)

40. Kindness = Repeat Business = Profit.

41. REALLY First Things Before First Things: “I’m sorry”

42. “I regardapologizing as the most magical, healing, restorative gesture human beings can make. It is thecenterpieceof my work with executives who want to get better.” —Marshall Goldsmith, What Got You Here Won’t Get You There: How Successful People Become Even More Successful.

43. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THERESPONSETO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

44. Relationships (of all varieties):THERE ONCE WAS A TIME WHEN A THREE-MINUTEPHONECALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.* *divorce, loss of a BILLION $$$ aircraft sale, etc., etc.

45. With a new and forthcoming policy on apologies … Toro, the lawn mower folks, reduced the average cost of settling a claim from$115,000in 1991 to$35,000in 2008 …and the company hasn’t been to trial in the last15 years!

46. REALLY REALLY First Things Before First Things:1 Mouth,2 Ears

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

48. 18 …

49. 18 … seconds!

50. [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.]