Conrad Hilton …

1. Conrad Hilton …

2. ConradHilton, 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. “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)

6. Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the people who serve the customer. Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. We—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to Excellence business.” “We” [leaders] only grow when “they” [each and every one of our colleagues] are growing. “We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding. “We” [leaders] only energetically march toward Excellence when “they” [each and every one of our colleagues] are energetically marching toward Excellence.

7. “People leave managers not companies.” —Marcus Buckingham

8. “The fourmost importantwords in any organization are …

9. The four most important words in any organization are …“What do you think?” Source: courtesy Dave Wheeler, posted at tompeters.com

10. “Employees who don't feel significant rarely make significant contributions.”—Mark Sanborn

11. Tom Peters’ Excellence. Always. The choice is yours. HCA 2012 CEO Summit Scottsdale/02 April 2012 (Slides at tompeters.com and excellencenow.com)

12. Excellence in my hospital or lab or franchised fast-food restaurant or distribution center or division imbedded in a monster outfit is a wholly discretionary choice, regardless of regulations or legislation or even corporate policy. Some leaders, at any level, produce unrelenting excellence in the face of astounding pressure and ambiguity—there are absolutely no excuses if one chooses to accept less. Moreover, excellence is not a “year-end goal,” or some such. Excellence is your next conversation or meeting or even email. Excellence, pure and simple and in its entirety, is the next five minutes. Ornot. BLAME NOBODY. EXPECT NOTHING. DO SOMETHING. —Bil Parcells

13. —Lou Gerstner —Jack Welch —Lord Nelson —Bull Halsey —George Patton —Bill Creech —Ronald Reagan —Glenn Steele —Jim Harbaugh

14. Why in the World did you go to Siberia?

15. 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 the service of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners

16. XFX = #1

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

18. “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.”

19. Formal evaluations. Everyone, starting with the receptionist, should have a significant XFX rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)

20. "The personnel committees on all three campuses have become aggressive in addressing the issue of physicians who are not living the Mayo value of exhibiting respectful, collegial behavior to all team members.Several physicians have been suspended without pay or terminated.” —Leonard Barry & Kent Seltman, Management Lessons from Mayo Clinic

21. “I am hundreds of times better here[than in my prior hospital assignment] because of the support system. It’s like you were working in an organism; you are not a single cell when you are out there practicing.’”—quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from Management Lessons From Mayo Clinic

22. "When I was in medical school, I spent hundreds of hours looking into a microscope—a skill I never needed to know or ever use. YetI didn't have a single class that taught me communication or teamwork skills—something I need every day I walk into the hospital.” —Peter Pronovost, Safe Patients, Smart Hospitals* *Checklist: 10% system, 90% “culture”

23. “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

24. Implementing 6-Sigma Case #1/United States Air Force Tactical Air Command/ GEN Creech/“Drive by” Case #2/Milliken & Company/CEO Milliken/ the 45-minute ride Case #3/Johns Hopkins/Dr. Peter Pronovost/ Checklist PLUS Case #4/Commerce Bank/CEO Hill/RED button Case #5/Veterans Administration/”culture of hiding” Case #6/Mayo Clinic/Dr. Mayo/“100 times better” Case #7/Toyota/growth or bust Case #8/IBM/Gerstner flummoxed Case #9/Germany’s Mittelstand/in the genes Case #10/Department of Defense Model Installations/ASD Stone/”Model Installations”

25. “ If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy Neighbor and …Wash Your Hands!”—Mark Pettus, M.D., The Savvy Patient

26. “Sanitary revolution”: mortality in major citiesdown55%between 1850 and 1915Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

27. “The results are deadly. In addition to the 98,000 killed by medical errors in hospitals and the 90,000 deaths caused by hospital infections, another 126,000 die from their doctor’s failure to observe evidence-based protocols for justfour common conditions: hypertension, heart attack, pneumonia, and colorectal cancer.” [TP: total 314,000] Source:Best Care Anywhere: Why VA Healthcare Is Better Than Yours/Phillip Longman

28. 18

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

30. 18 …

31. 18 … seconds!

32. “I wasn’t bowled over by [David Boies] intelligence … What impressed me was that when he asked a question, he waited for an answer. He not only listened … he made me feel like I was the only person in the room.”—Lawyer _____, on his first, inadvertent meeting with renown attorneyDavid Boies, from Marshall Goldsmith, “The One Skill That Separates,” Fast Company

33. [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.]

34. 25/1

35. MBWA

36. “The leader must have infectious optimism. … The final test of a leader is the feeling you have when you leave his presence after a conference. Have you a feeling of uplift and confidence?”—Field Marshall Bernard Montgomery

37. You = Your calendar**The calendar neverlies.

38. “If there is any one‘secret’ to effectiveness, it is concentration. Effective executives do first things first … and they do one thing at a time.”—Peter Drucker

39. TGRs

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

41. “May I clean your glasses, sir?”

42. “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay,American Statesman (1777-1852)

43. K = R = P**Kindness = Repeat Business = Profit

44. 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

45. TM: “The treat’s on us …”

46. 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 last 15 years!

47. <TGWand …>TGR[Things Gone WRONG-Things Gone RIGHT]

48. “Experiences are as distinct from services as services are from goods.”—Joe Pine & Jim Gilmore,The Experience Economy: Work Is Theatre & Every Business a Stage

49. Little = BIG

50. Big carts = 1.5X Source: Walmart