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Conrad Hilton …

Conrad Hilton …. Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, “ What were the most im p ortant lessons y ou learned in your lon g and distin g uished career ?” His answer …. “ remember to tuck the shower curtain inside the bathtub .”.

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Conrad Hilton …

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  1. Conrad Hilton …

  2. 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 …

  3. “remember to tuck the shower curtain inside the bathtub.”

  4. “Execution isstrategy.”—Fred Malek

  5. “Execution is thejobof the businessleader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  6. “The score takes care of itself.”—Bill Walsh

  7. “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

  8. “GE has set a standard of candor. There is no puffery. …There isn’t an ounce of denial in the place.”—Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

  9. Observed closely: The use of “I” or “we” during a job interview. Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo Clinic

  10. Tom Peters’ Excellence. Always. Apache Corporation 2012 Strategic Planning Conference 18 October 2011 (Slides at tompeters.com—soon)

  11. NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”

  12. REALLY First Things Before First Things

  13. #1

  14. 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?

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

  16. Do you absolutely understand and act upon the fact that the first-line boss is the …KEY LEADERSHIP ROLE… in the organization?

  17. #2

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

  19. % XF lunches* *The “Sacred 220 Abs

  20. “Allied commands depend on mutual confidence and this confidence is gained, above all through thedevelopment offriendships.” —General D.D. Eisenhower, Armchair General* *“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.”

  21. 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.

  22. The subtext of many, if not all, of these ideas is moving from implicit to explicit focus on XFX—it should noisily intrude into [literally] every discussion!

  23. #3

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

  25. 18 …

  26. 18 … seconds!

  27. [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 organizational effectiveness.) [cont.]

  28. Message: Listening is a … profession!

  29. The 1st 98% of talking • is listening!

  30. #4

  31. Bitch all you want, but meetings are what you [boss] do!

  32. 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.

  33. People!People!People!People!People!

  34. “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)

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

  36. "When I hire someone, that's when I go to work for them.”—John DiJulius, "What's the Secret to Providing a World-class Cust Experience"

  37. There are no “bit players” in an effective organization.

  38. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker

  39. Brand = Talent.

  40. From “1, 2 or you’re out” [Jack Welch/GE/1st or 2nd in market share or sell it/close it] to …“BestTalent in each industry segment to build best proprietary intangibles”[Ed Michaels]Source: Ed Michaels, War for Talent

  41. 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

  42. “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

  43. “I can’t tell you how many times we passed up hotshots for guys we thought were better people, and watched our guys do a lot better than the big names, not just in the classroom, but on the field—and, naturally, after they graduated, too. Again and again, the blue chips faded out, and our little up-and-comers clawed their way to all-conference and All-America teams.”—Bo Schembechler (and John Bacon), “Recruit for Character,” Bo’s Lasting Lessons

  44. Bottom Line I

  45. “The ONE Question”:“In the last year [3 years, current job], name the … three people … whose growth you’ve most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are heading in the next 12 months. Please explain … in painstaking detail … your development strategy in each case. Please tell me your biggest development disappointment—looking back, could you or would you have done anything differently? Please tell me about your greatest development triumph—and disaster—in the last five years. What are the ‘three big things’ you’ve learned about helping people grow along the way?”

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

  47. Les Wexner: From sweaters to people!

  48. AndrewCarnegie’s Tombstone Inscription …Here lies a manWho knew how to enlistIn his serviceBetter men than himself.Source: Peter Drucker, The Practice of Management

  49. “In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool strengthening issues.The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies.”—Ed Michaels,War for Talent

  50. Evaluating people = #1 differentiatorSource: Jack Welch/Jeff Immelt on GE’s #1 strategic skill (!!!!)

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