long tom peters’ re-imagine excellence ! hr indiana indianapolis/27 august 2014

LONG LONG

Tom Peters’Tom Peters’

Re-ImagineRe-Imagine

EXCELLENCEEXCELLENCE!!HR IndianaHR Indiana

Indianapolis/27 August 2014Indianapolis/27 August 2014

Slides at tompeters.comSlides at tompeters.com(Also see our 23-part Master Compendium at excellencenow.com)(Also see our 23-part Master Compendium at excellencenow.com)

OPENERSOPENERS

Wegmans Wegmans (was #1 in USA)(was #1 in USA)

Container Store Container Store (was #1 in USA)(was #1 in USA)

Whole FoodsWhole FoodsCostcoCostcoPublixPublix

Darden RestaurantsDarden RestaurantsBuild-A-Bear Build-A-Bear WorkshopsWorkshopsStarbucksStarbucks

““The greatest satisfaction for management has come not from the The greatest satisfaction for management has come not from the financial growth of Camellia itself, but rather from having financial growth of Camellia itself, but rather from having

participated in the vast improvement in the living and working participated in the vast improvement in the living and working conditions of its employees, resulting from the investment of many conditions of its employees, resulting from the investment of many

tens of millions of pounds into the tea gardens’ infrastructure of tens of millions of pounds into the tea gardens’ infrastructure of roads, factories, hospitals, employees’ housing and amenities. … roads, factories, hospitals, employees’ housing and amenities. …

Within the Camellia Group there is a strong aesthetic dimension, an Within the Camellia Group there is a strong aesthetic dimension, an intention that it should comprise companies and assets of the intention that it should comprise companies and assets of the

highest quality, operating from inspiring offices and manufacturing highest quality, operating from inspiring offices and manufacturing in state of thein state of the

art facilities. art facilities. … … Above all, there is a deeAbove all, there is a deepp concern for the welfare of each concern for the welfare of each

emempploloyyee. This arises not onlee. This arises not onlyy from from a sense of humanita sense of humanity,y, but also from but also from the conviction that the lothe conviction that the loyyaltaltyy of a of a secure and enthusiastic emsecure and enthusiastic empploloyyeeee

will in the lon will in the longg term term pprove to be an rove to be an invaluable cominvaluable comppany assetany asset.”.”

——CamelliaCamellia: A Very Different Company: A Very Different Company ($600M/$160M/$100M)($600M/$160M/$100M)

““Contrary to conventional Contrary to conventional corporate thinking, corporate thinking, treating retail workers treating retail workers much better may make much better may make everyone (including everyone (including their employers) much their employers) much richer.”richer.” * *** **

**DuhDuh!!**Cited in particular, “The Good Jobs Strategy,” by M.I.T. **Cited in particular, “The Good Jobs Strategy,” by M.I.T. professor Zeynep Ton.professor Zeynep Ton.

CORPORATE MANDATE #1 2014:CORPORATE MANDATE #1 2014: Your Your principal moral obligation as a principal moral obligation as a

leader is to develop the skillset, leader is to develop the skillset, “soft” and “hard,” of every one “soft” and “hard,” of every one

of the people in your charge of the people in your charge (temporary as well as semi-(temporary as well as semi-permanent) to the maximum permanent) to the maximum

extent of your abilities. The good extent of your abilities. The good news: news: This is also theThis is also the

#1 mid- to lon#1 mid- to longg-term-term … … p profit maximization straterofit maximization strategy!gy!

In In Good Business, Good Business, Mihaly Csikszentmihalyi argues Mihaly Csikszentmihalyi argues persuasively that business has become the center of persuasively that business has become the center of society. As such, an obligation to community is front & society. As such, an obligation to community is front & center. Business as societal bedrock, per center. Business as societal bedrock, per Csikszentmihalyi, has the RESPONSIBILITY to increase Csikszentmihalyi, has the RESPONSIBILITY to increase

the … the … “SUM OF HUMAN “SUM OF HUMAN WELL-BEING.”WELL-BEING.” Business is Business is

NOTNOT “part of the community.” In terms of how “part of the community.” In terms of how

adults collectively spend their waking hours: Business adults collectively spend their waking hours: Business

ISIS the community. And should act accordingly. The the community. And should act accordingly. The

(REALLY) good news: Community mindedness is a great (REALLY) good news: Community mindedness is a great way (the BEST way?) to have way (the BEST way?) to have spirited/committed/customer-centric work force—and, spirited/committed/customer-centric work force—and, ultimately, increase (maximize?) growth and ultimately, increase (maximize?) growth and profitability.profitability.

““The notion that corporate law The notion that corporate law requires directors, executives, and requires directors, executives, and

employees to maximize employees to maximize shareholder wealth simply isn’t shareholder wealth simply isn’t

true. There is no solid legal support true. There is no solid legal support for the claim that directors and for the claim that directors and

executives in U.S. public executives in U.S. public corporations have an enforceable corporations have an enforceable

legal duty to maximize shareholder legal duty to maximize shareholder

wealth. wealth. The idea is The idea is fablefable..”” —Lynn Stout, professor of corporate and —Lynn Stout, professor of corporate and

business law, Cornell Law school, in business law, Cornell Law school, in The Shareholder Value Myth: How The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Putting Shareholders First Harms Investors, Corporations, and the

PublicPublic

““On the face of it, On the face of it, shareholder value is the shareholder value is the

dumbest idea in the world. dumbest idea in the world. Shareholder value is a Shareholder value is a

result, not a strategy. … result, not a strategy. … Your main are Your main are yyour our

emempploloyyees, ees, yyour customers our customers and and yyour our pproductsroducts.”.” —Jack Welch, —Jack Welch, FTFT, ,

0313.09, page 1 0313.09, page 1

Top Team/Circa 2014Top Team/Circa 2014

CEOCEOCOO Chief Operating OfficerCOO Chief Operating Officer

CPO CPO (CTO)(CTO)CFO CFO CITO CITO CDEO CDEO

(CSMO)(CSMO)CDTO CDTO CSCO CSCO CSMO CSMO

Top Team/Circa 2014Top Team/Circa 2014

CEO/Chief Executive OfficerCEO/Chief Executive OfficerCOO/Chief Operating OfficerCOO/Chief Operating Officer

CPO/Chief People Officer CPO/Chief People Officer (CTO/Chief Training Officer)(CTO/Chief Training Officer)CFO/Chief Financial OfficerCFO/Chief Financial Officer

CITO/Chief Innovation & Tempo Officer CITO/Chief Innovation & Tempo Officer CDEO/Chief Design & Experience OfficerCDEO/Chief Design & Experience Officer

(CSMO/Chief Social Media Officer)(CSMO/Chief Social Media Officer)CDTO/Chief Digital Technology OfficerCDTO/Chief Digital Technology Officer

CSCO/Chief Supply Chain OfficerCSCO/Chief Supply Chain OfficerCSMO/Chief Sales & Marketing OfficerCSMO/Chief Sales & Marketing Officer

6/2/36/2/3**

*It takes Jerry Seinfeld *It takes Jerry Seinfeld SIX SIX MONTHSMONTHS to develop to develop

TWO TWO oror THREE THREE MINUTESMINUTES of new material of new material (documentary: (documentary: ComedianComedian))

““G-E-N-I-U-S”G-E-N-I-U-S”Getting more and more cantankerous (short tempered!)Getting more and more cantankerous (short tempered!)

about this:about this: Job #1Job #1 (& #2 & #3)(& #2 & #3) is to abet peoples' personal is to abet peoples' personal

growth. All other good things growth. All other good things flow there from.flow there from.My idea of a gen-u-ine "genius“My idea of a gen-u-ine "genius“

"breakthrough" idea:"breakthrough" idea: If you work your If you work your heart out to help people grow, heart out to help people grow,

they'll work their hearts outthey'll work their hearts out to give customers a great to give customers a great

experience.experience.

CONTEXTCONTEXT

““The American economy The American economy [GNP/2010][GNP/2010] is about as big as the is about as big as the

next three togethernext three together —two of which, Japan —two of which, Japan

and Germany, are allies of over sixty years’ standing. … Taking the and Germany, are allies of over sixty years’ standing. … Taking the longer view [espoused by declinists] , one would expect that the longer view [espoused by declinists] , one would expect that the American share of the global economy had been shrinking as the American share of the global economy had been shrinking as the various upstarts kept rising. Over the past 40 years, though, the various upstarts kept rising. Over the past 40 years, though, the

U.S. share has remained remarkably constant. U.S. share has remained remarkably constant. USA USA share of world GDP was 27 share of world GDP was 27 percent in 1970 and 25.4 percent in 1970 and 25.4

percent in 2012.percent in 2012. So somebody else must be So somebody else must be

contracting faster than the United States to make room for the contracting faster than the United States to make room for the expanding rest. The losers in the great GDP race are the two great expanding rest. The losers in the great GDP race are the two great

risers of the past, Europe and Japan.”risers of the past, Europe and Japan.”

—Josef Joffe, publisher-editor of Die Zeit, in —Josef Joffe, publisher-editor of Die Zeit, in The Myth of America’s Decline: The Myth of America’s Decline: Politics, Economics, and a Half Century of False PropheciesPolitics, Economics, and a Half Century of False Prophecies

““Not Dead Yet”Not Dead Yet”

BRIC/2011: $11T/BRIC/2011: $11T/$4K$4K per capita per capita

USA/2011: $16T/USA/2011: $16T/$48K$48K per per capitacapita

USA/2000: 4% population/USA/2000: 4% population/

30%30% world GDP world GDPUSA/2010: 4% population/USA/2010: 4% population/

28%28% world GDP world GDP

Source: Daniel Gross, Source: Daniel Gross, The Myth of American Decline and the Growth of a New EconomyThe Myth of American Decline and the Growth of a New Economy

iPad/$4 billioniPad/$4 billion of $300 billion negative of $300 billion negative USA trade balance with USA trade balance with

China (2011)China (2011)

Cost/Profit Components:Cost/Profit Components:

Total labor 7%Total labor 7%

(Chinese labor: 2%)(Chinese labor: 2%)Materials 31%Materials 31%

Distribution: 15%Distribution: 15%Profit: 47%Profit: 47%

Landed iPad cost: Landed iPad cost: $275 = $275 = ImImpputeduted USA negative trade balance with ChinaUSA negative trade balance with China

((ActualActual China cost: $10) China cost: $10)

Source: Personal Computing Industry Centre (Source: Personal Computing Industry Centre (EconomistEconomist))

S&P 500S&P 500

+1/-1*+1/-1*

*Every …*Every … 22 weeksweeks!!Source: Richard Foster (via Rita McGrath/Source: Richard Foster (via Rita McGrath/HBRHBR/12.26.13/12.26.13

““Mr. Foster and his McKinsey colleagues Mr. Foster and his McKinsey colleagues collected detailed performance data stretching collected detailed performance data stretching

back back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies. TheTheyy found that found that

NONENONE ofof

the lonthe longg-term survivors mana-term survivors managged ed to outto outpperform the market. Worse, erform the market. Worse, the lonthe longger comer comppanies had been in anies had been in

the database, the worse thethe database, the worse theyy did did.”.”

—Financial Times—Financial Times

GGeneticsenetics

RRoboticsobotics

IInformaticsnformatics

NNanotechnologyanotechnology

1/721: “The greatest “The greatest shortcoming of the shortcoming of the human race is our human race is our

inability to inability to understand the understand the

exponential exponential function.” function.” —Albert A. Bartlett—Albert A. Bartlett

China/Foxconn:China/Foxconn:

1,000,001,000,0000 robots/next 3 robots/next 3

yearsyears

Source:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee

““Automation has become so Automation has become so sophisticated that on a typical sophisticated that on a typical passenger flight, a human pilot passenger flight, a human pilot

holds the controls for a grand total holds the controls for a grand total

of …of …33 minutesminutes. .

[Pilots] have become, it’s not much [Pilots] have become, it’s not much of an exaggeration to say, computer of an exaggeration to say, computer

operators.”operators.” Source: Nicholas Carr, “The Great Forgetting,” theSource: Nicholas Carr, “The Great Forgetting,” the Atlantic Atlantic, 11.13, 11.13

““Meet Your Meet Your Next Surgeon: Next Surgeon:

Dr. Robot”Dr. Robot”Source: Feature/Source: Feature/FortuneFortune/15 JAN 2013/on Intuitive Surgical’s/15 JAN 2013/on Intuitive Surgical’s

da Vincida Vinci /multiple bypass heart-surgery /multiple bypass heart-surgery

robotrobot

““Just like other members of Just like other members of the board, the algorithm the board, the algorithm

gets to vote on whether the gets to vote on whether the firm makes an investment firm makes an investment in a specific company or in a specific company or

not. The program will be the not. The program will be the sixth member of DKV's sixth member of DKV's

board.”board.”

Source:Source: Business Insider, Business Insider, 13 May 2014: 13 May 2014: “A Hong Kong VC fund “A Hong Kong VC fund has just appointed an algorithm to its board.” has just appointed an algorithm to its board.”

PersadoPersado (vs. copywriter): emotion words, product (vs. copywriter): emotion words, product characteristics, “call to action,” position of text, characteristics, “call to action,” position of text,

imagesimages

Up To $250 To Spend On Up To $250 To Spend On All Ships In AllAll Ships In All

Destinations. 2 Days LeftDestinations. 2 Days Left

(1.3%)(1.3%)vs.vs.

No kidding! You Qualify toNo kidding! You Qualify toExperience An IncredibleExperience An Incredible

Vacation With Us :-)Vacation With Us :-)

(4.1) (4.1)

“A creative person is good but random. We’ve taken “A creative person is good but random. We’ve taken the randomness out by building an ontology of the randomness out by building an ontology of

language”language”——Lawrence Whittle, head of salesLawrence Whittle, head of sales

Source: Wall Street Journal/ Source: Wall Street Journal/ 0825.14/ “It’s Finally Time to Take AI Seriously”0825.14/ “It’s Finally Time to Take AI Seriously”

Walmart SV =Walmart SV =

1,5001,500

IoT/The Internet of ThingsIoT/The Internet of Things IoE/The Internet of IoE/The Internet of EverythingEverything M2M/Machine-to-MachineM2M/Machine-to-Machine Ubiquitous computingUbiquitous computing Embedded computingEmbedded computing Pervasive computingPervasive computing Industrial InternetIndustrial Internet Etc.*Etc.* **** ******

*“*“More Than More Than 50 BILLION50 BILLION connected devices by 2020” —Ericsson connected devices by 2020” —Ericsson

**Estimated **Estimated 212 BILLION212 BILLION connected devices by 2020—IDC connected devices by 2020—IDC

***“By 2025 IoT could be applicable to ***“By 2025 IoT could be applicable to $82 TRILLION$82 TRILLION of output or of output or approximately one half the global economy”—GE (The WAGs to end all WAGs!)approximately one half the global economy”—GE (The WAGs to end all WAGs!)

““Human level Human level capability has not capability has not turned out to be a turned out to be a special stopping special stopping

point from an point from an engineering engineering

perspective. ….”perspective. ….”

Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Robot FuturesFutures

““The root of our problem is The root of our problem is not that we’re in a Great Recessionthat we’re in a Great Recession

or a Great Stagnation, but ratheror a Great Stagnation, but rather that we are in the early that we are in the early

throes of a throes of a Great Restructuring. .

Our technologies are racing ahead,Our technologies are racing ahead, but our skills and organizationsbut our skills and organizations

are lagging behind.”are lagging behind.”

Source:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee

““The median The median worker is losing worker is losing the race against the race against the machine.”the machine.”

—Erik Brynjolfsson and Andrew McAfee, Race Against The Machine

““Predictions Predictions based on based on

correlationscorrelations lie lie at the heart of at the heart of

big data.”big data.”Source:Source: Big Data: A Revolution That Will Transform How We Live, Big Data: A Revolution That Will Transform How We Live,

Work, and Think, Work, and Think, by Viktor Mayer-Schonberger and Kenneth Cukierby Viktor Mayer-Schonberger and Kenneth Cukier

The Crowd Sourced Performance ReviewThe Crowd Sourced Performance Review

““By harnessing the ‘wisdom of crowds,’ By harnessing the ‘wisdom of crowds,’ many subjective observations taken many subjective observations taken

together provide a more objective and together provide a more objective and accurate picture of an employee’s accurate picture of an employee’s

performance than a single subjective performance than a single subjective judgment. It averages out prejudice or judgment. It averages out prejudice or baggage on the part of both manager baggage on the part of both manager

and employee.”and employee.” ——Eric Mosley, Eric Mosley, The Crowd Sourced Performance The Crowd Sourced Performance

ReviewReview

““Flash forward to dystopia. You work in a chic Flash forward to dystopia. You work in a chic cubicle, sucking chicken-flavor sustenance fromcubicle, sucking chicken-flavor sustenance from

a tube. You’re furiously maneuvering with a a tube. You’re furiously maneuvering with a joystick … Your boss stops by and gives you a joystick … Your boss stops by and gives you a

look. look. ‘We need to talk about your loyalty to this ‘We need to talk about your loyalty to this

company.’company.’ The organization you The organization you work for has deduced that you work for has deduced that you

are considering quitting. It are considering quitting. It predicts your plans and predicts your plans and

intentions, pintentions, possiblossiblyy before before yyou ou have even conceived themhave even conceived them.”.” —Eric —Eric

Siegel,Siegel, Predictive Analytics: Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die The Power to Predict Who Will Click, Buy, Lie, or Die (based on a real case, an (based on a real case, an

HP “Flight risk” PA model developed by HR, with astronomical savings potential)HP “Flight risk” PA model developed by HR, with astronomical savings potential)

““I can’t tell I can’t tell yyou how ou how manmanyy times we times we ppassed assed

uupp hotshots for hotshots for gguuyys we s we thouthougght were better ht were better

ppeoeopplele … and watched our guys do a … and watched our guys do a lot better than the big names, not just in lot better than the big names, not just in

the classroom, but on the field—and, the classroom, but on the field—and, naturally, after they graduated, too. Again naturally, after they graduated, too. Again

and again, the blue chips faded out, and our and again, the blue chips faded out, and our little up-and-comers clawed their way to all-little up-and-comers clawed their way to all-

conference and All-America teams.” conference and All-America teams.” —Bo —Bo Schembechler & John Bacon), “Recruit for Character,” Schembechler & John Bacon), “Recruit for Character,” Bo’s Lasting LessonsBo’s Lasting Lessons

Biz 2014: Get Aboard the “S-Train”Biz 2014: Get Aboard the “S-Train”

SMSM//Social Media.Social Media.

SXSX//Social eXecutives.Social eXecutives.

SESE//Social Employees.Social Employees.

SOSO//Social Social Organization.Organization.

SBSB//Social Business.Social Business.

Seven Characteristics of the Social EmployeeSeven Characteristics of the Social Employee

1. 1. Engaged Engaged 2. 2. Expects Integration of the Expects Integration of the

Personal and ProfessionalPersonal and Professional3. 3. Buys Into the Brand’s StoryBuys Into the Brand’s Story4. 4. Born CollaboratorBorn Collaborator5. 5. ListensListens6. 6. Customer-CentricCustomer-Centric7. 7. Empowered Change AgentEmpowered Change Agent

Source: Cheryl Burgess & Mark Burgess, Source: Cheryl Burgess & Mark Burgess, The Social EmployeeThe Social Employee

Marbles, a Ball and Social Employees ay IBM Marbles, a Ball and Social Employees ay IBM

““Picture a ball and a bag of marbles side by side. The two Picture a ball and a bag of marbles side by side. The two items might have the same volume—that is, if you dropped items might have the same volume—that is, if you dropped them into a bucket, they would displace the same amount them into a bucket, they would displace the same amount of water. The difference, however, lies in the surface area, of water. The difference, however, lies in the surface area,

Because a baBecause a bagg of marbles is of marbles is comcompprised of several individual rised of several individual

ppieces, the combined surface area of ieces, the combined surface area of all the marbles far outstriall the marbles far outstripps the s the

surface area of a sinsurface area of a singgle ballle ball.. The expanded The expanded surface area represents a social brand’s increased surface area represents a social brand’s increased

diversity. These surfaces connect and interact with each diversity. These surfaces connect and interact with each other in unique ways, offering customers and employees other in unique ways, offering customers and employees alike a variety of paths toward a myriad of solutions. If alike a variety of paths toward a myriad of solutions. If

none of the paths prove to be suitable, social employees none of the paths prove to be suitable, social employees can carve out new paths on their own.”can carve out new paths on their own.” —Ethan McCarty, Director of —Ethan McCarty, Director of

Enterprise Social Strategy, IBM (from Cheryl Burgess & Mark Burgess, Enterprise Social Strategy, IBM (from Cheryl Burgess & Mark Burgess, The Social The Social EmployeeEmployee

Circa 3013: And Circa 3013: And YOUTH YOUTH Shall Lead Us …Shall Lead Us …

60 IS THE NEW 40!60 IS THE NEW 40!70 IS THE NEW 50!70 IS THE NEW 50!

And/Or …And/Or …

35 IS THE NEW 6535 IS THE NEW 65?*?*

**PacePace of obsolescence of obsolescence STAGGERINGSTAGGERING//ACCELERATINGACCELERATING

AND YOU …AND YOU …

““If I had toIf I had to pick one failing pick one failing

of CEOs, it’sof CEOs, it’s that …that …

——Co-founder of one of the largest investment services firms in the USA/worldCo-founder of one of the largest investment services firms in the USA/world

“If I had to pick one failing of

CEOs, it’s that … they don’t read enough.”

“In my whole life, I have known no In my whole life, I have known no wise people (over a broad subject wise people (over a broad subject matter area) who didn’t read all matter area) who didn’t read all

the time — none. the time — none.

Zero. You’d be You’d be

amazed at how much Warren amazed at how much Warren [Buffett] reads — and how much I [Buffett] reads — and how much I

read.” read.” —Charlie Munger (Berkshire Hathaway)—Charlie Munger (Berkshire Hathaway)

Kevin Roberts’ CredoKevin Roberts’ Credo

11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.

10. AVOID MODERATIONAVOID MODERATION!!

““Normal” =Normal” = “0 “0 forfor 800” 800”

*There are … *There are … ZEROZERO … “normal people” in the history books. … “normal people” in the history books.

““The reasonable man adapts The reasonable man adapts himself to the world; the himself to the world; the

unreasonable one persists in unreasonable one persists in trying to adapt the world to trying to adapt the world to

himself. Therefore all progress himself. Therefore all progress depends on the unreasonable depends on the unreasonable man.”man.”—G.B. Shaw,—G.B. Shaw, Man and Superman: The Revolutionist’s Man and Superman: The Revolutionist’s

HandbookHandbook

““Whenever anything is being Whenever anything is being accomplished, it is being done, I accomplished, it is being done, I have learned, by a monomaniac have learned, by a monomaniac

with a mission.”with a mission.”—Peter Drucker—Peter Drucker

MORAL MORAL IMPERATIVEIMPERATIVE

MORAL MORAL IMPERATIVE/IMPERATIVE/

PROFIT PROFIT MAXIMIZERMAXIMIZER

““Business has to Business has to give people give people enriching, enriching,

rewarding lives …rewarding lives …

1/4,096: excellencenow.com1/4,096: excellencenow.com

““Business has to give people enriching, Business has to give people enriching,

rewarding lives … rewarding lives … or it's or it's simsimppllyy not not

worth worth doindoing.”g.”

——Richard BransonRichard Branson

CORPORATE MANDATE #1 2014:CORPORATE MANDATE #1 2014: Your Your principal moral obligation as a principal moral obligation as a

leader is to develop the skillset, leader is to develop the skillset, “soft” and “hard,” of every one “soft” and “hard,” of every one

of the people in your charge of the people in your charge (temporary as well as semi-(temporary as well as semi-permanent) to the maximum permanent) to the maximum

extent of your abilities. The good extent of your abilities. The good news: news: This is also theThis is also the

#1 mid- to lon#1 mid- to longg-term-term … … p profit maximization straterofit maximization strategy!gy!

In In Good Business, Good Business, Mihaly Csikszentmihalyi argues Mihaly Csikszentmihalyi argues persuasively that business has become the center of persuasively that business has become the center of society. As such, an obligation to community is front & society. As such, an obligation to community is front & center. Business as societal bedrock, per center. Business as societal bedrock, per Csikszentmihalyi, has the RESPONSIBILITY to increase Csikszentmihalyi, has the RESPONSIBILITY to increase

the … the … “SUM OF HUMAN “SUM OF HUMAN WELL-BEING.”WELL-BEING.” Business is Business is

NOTNOT “part of the community.” In terms of how “part of the community.” In terms of how

adults collectively spend their waking hours: Business adults collectively spend their waking hours: Business

ISIS the community. And should act accordingly. The the community. And should act accordingly. The

(REALLY) good news: Community mindedness is a great (REALLY) good news: Community mindedness is a great way (the BEST way?) to have way (the BEST way?) to have spirited/committed/customer-centric work force—and, spirited/committed/customer-centric work force—and, ultimately, increase (maximize?) growth and ultimately, increase (maximize?) growth and profitability.profitability.

““It may sound radical, unconventional, and It may sound radical, unconventional, and bordering on being a crazy business idea. bordering on being a crazy business idea. However— as ridiculous as it sounds—joy is However— as ridiculous as it sounds—joy is

the core belief of our workplace. the core belief of our workplace.

JoyJoy is the reason my company, is the reason my company,

Menlo Innovations, a customer software Menlo Innovations, a customer software design and development firm in Ann Arbor, design and development firm in Ann Arbor,

exists. It defines what we do and how we do it. exists. It defines what we do and how we do it. It is the single shared belief of our entire It is the single shared belief of our entire

team.”team.”

——Richard Sheridan, Richard Sheridan, Joy, Inc.: Joy, Inc.: How We Built a Workplace People LoveHow We Built a Workplace People Love

““In a world where customers wake up In a world where customers wake up every morning asking, ‘What’s new, every morning asking, ‘What’s new, what’s different, what’s amazing?’ … what’s different, what’s amazing?’ …

success depends on a company’s ability success depends on a company’s ability to unleash initiative, imagination and to unleash initiative, imagination and

passion of employees at all levels passion of employees at all levels

——and this can only happen if all and this can only happen if all those folks are connected heart those folks are connected heart

and soul to their work [their and soul to their work [their ‘calling’], their company and ‘calling’], their company and their mission.”their mission.” —John Mackey and Raj Sisoda—John Mackey and Raj Sisoda, ,

Liberating the Heroic Spirit of Business Liberating the Heroic Spirit of Business

(Mackey is the founder and CEO of (Mackey is the founder and CEO of Whole FoodsWhole Foods))

““the joy the joy of work”of work”

——John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of BusinessJohn Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business

““Why in the Why in the World did youWorld did you

go to go to SiberiaSiberia?”?”

EnterpriseEnterprise* (*at its best):* (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , jojoyyfulful, , creativecreative, , entreentreppreneurialreneurial endeavor that elicits endeavor that elicits maximum maximum

concerted humanconcerted human potential in thepotential in the wholehearted pursuit of wholehearted pursuit of EXCELLENCE inEXCELLENCE in serviceservice of others of others.**

**Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Rocket Science. Rocket Science. NOT.NOT.

““If you want staff to If you want staff to give great service, give great service, service, give great service, give great service to staff.” service to staff.”

——Ari Weinzweig, Zingerman’s Ari Weinzweig, Zingerman’s

Source: Source: Small Giants: Companies That Choose to Be Small Giants: Companies That Choose to Be Great Instead of Big, Great Instead of Big, Bo BurlinghamBo Burlingham

EXCELLENT EXCELLENT customer experiencecustomer experiencedepends … depends … entirely …entirely …

onon EXCELLENT EXCELLENT employee experience!employee experience!

If you want to WOW your If you want to WOW your

customers, customers, FIRSTFIRST you you must WOW those whomust WOW those who WOW the customers!WOW the customers!

““You have to You have to treat your treat your

employees like employees like customers.”customers.” —Herb —Herb

Kelleher, upon being asked his “secret to success”Kelleher, upon being asked his “secret to success”

Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at on the occasion of Herb Kelleher’s retirement after 37 years at

Southwest Airlines Southwest Airlines (SWA’s pilots union took out a full-page ad in (SWA’s pilots union took out a full-page ad in USA USA TodayToday

thanking HK for all he had done) thanking HK for all he had done) ; across the way in Dallas, American ; across the way in Dallas, American Airlines’ pilots were Airlines’ pilots were picketingpicketing AA’s Annual Meeting)AA’s Annual Meeting)

EMPLOYEES FIRST, CUSTOMERS SECOND:EMPLOYEES FIRST, CUSTOMERS SECOND:Turning Conventional Management Upside Turning Conventional Management Upside

DownDownVineet Nayar/CEO/HCL TechnologiesVineet Nayar/CEO/HCL Technologies

““hostmanship”/hostmanship”/““consideration consideration

renovation”renovation”

““The path to a The path to a hostmanshihostmanshipp culture paradoxically does not go culture paradoxically does not go through the guest. In fact it wouldn’t be totally wrong to say that the guest has through the guest. In fact it wouldn’t be totally wrong to say that the guest has nothing to do with it.nothing to do with it. True hostmanship leaders focus on their employees. What True hostmanship leaders focus on their employees. What drives exceptionalism is finding the right people and getting them to love their drives exceptionalism is finding the right people and getting them to love their work and see it as a passion. ... The guest comes into the picture only when you work and see it as a passion. ... The guest comes into the picture only when you are ready to ask, ‘are ready to ask, ‘Would you prefer to stay at a hotel where the staff love their Would you prefer to stay at a hotel where the staff love their

work or where management has made customers its highest priority?’”work or where management has made customers its highest priority?’” ““We We went throuwent througgh the hotel and made ah the hotel and made a ... ... ‘‘consideration renovation.consideration renovation.’’ Instead of Instead of redoinredoingg bathrooms, dinin bathrooms, dining g rooms, and rooms, and gguest rooms, we uest rooms, we ggave emave empploloyyees new ees new

uniforms, bouuniforms, bougght flowers and fruit, and ht flowers and fruit, and chanchangged colors.ed colors. Our focus was totallOur focus was totallyy on on the staff.the staff. TheTheyy were the ones we wanted were the ones we wanted to make hato make happy.ppy. We wanted them to wake up everWe wanted them to wake up everyy mornin morningg excited excited

about a new daabout a new dayy at work at work.” .” —Jan Gunnarsson and Olle Blohm, —Jan Gunnarsson and Olle Blohm, Hostmanship: Hostmanship: The Art of Making People Feel WelcomeThe Art of Making People Feel Welcome..

“ … “ … The guest comes into The guest comes into the picture only when you the picture only when you are ready to ask, are ready to ask, ‘‘Would Would you prefer to stay at a you prefer to stay at a

hotel where the staff love hotel where the staff love their work or where their work or where

management has made management has made customers its highest customers its highest

priority?’priority?’””

The Dream The Dream ManagerManager —Matthew Kelly—Matthew Kelly

E.g.: “An organization can only become the-best-version-of-itself to the E.g.: “An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to extent that the people who drive that organization are striving to

become better-versions-of-themselves.” “A company’s purpose is to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The question is: What is an become the-best-version-of-itself. The question is: What is an

employee’s purpose? Most would say, ‘to help the company achieve its employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the purpose’—but they would be wrong. That is certainly part of the

employee’s role, but an employee’s primary purpose is to become the-employee’s role, but an employee’s primary purpose is to become the-best-version-of-himself or –herself. … When a company forgets that it best-version-of-himself or –herself. … When a company forgets that it

exists to serve customers, it quickly goes out of business. exists to serve customers, it quickly goes out of business. Our Our employees are our first customers, and our employees are our first customers, and our

most important customersmost important customers.”.”

““We are a We are a

‘‘LifeLife SuccessSuccess’’ Company.”Company.”

Dave Liniger, founder, RE/MAX

Oath of Office: Managers/Servant LeadersOath of Office: Managers/Servant Leaders

Our goal is to serve our customers brilliantly and profitably over the Our goal is to serve our customers brilliantly and profitably over the long haul.long haul.Serving our customers brilliantly and profitably over the long haul is a Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the people who serve product of brilliantly serving, over the long haul, the people who serve the customer.the customer.

Hence, our principal job as leaders—the alpha and the Hence, our principal job as leaders—the alpha and the omega and everything in between—is abetting the omega and everything in between—is abetting the sustained growth and success and engagement and sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate at a time, who directly or indirectly serve the ultimate customer.customer. We—leaders of every stripe—are in the “Human Growth and We—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to Excellence business.” Development and Success and Aspiration to Excellence business.” “We” (leaders) only grow when “they” (each and every one of our “We” (leaders) only grow when “they” (each and every one of our colleagues) are growing.colleagues) are growing.““We” (leaders) only succeed when “they” (each and every one of our We” (leaders) only succeed when “they” (each and every one of our colleagues) are succeeding.colleagues) are succeeding.““We” (leaders) only energetically march toward Excellence when We” (leaders) only energetically march toward Excellence when “they” (each and every one of our colleagues) are energetically “they” (each and every one of our colleagues) are energetically marching toward Excellence.marching toward Excellence.

Period.Period.

… … NO LESS THAN NO LESS THAN

CATHEDRALSCATHEDRALS IN WHICH IN WHICH THE FULL AND AWESOME THE FULL AND AWESOME

POWER OF THE IMAGINATION POWER OF THE IMAGINATION AND SPIRIT AND NATIVE AND SPIRIT AND NATIVE

ENTREPRENEURIAL FLAIRENTREPRENEURIAL FLAIR OF OF DIVERSE INDIVIDUALSDIVERSE INDIVIDUALS IS IS

UNLEASHED IN PASSIONATE UNLEASHED IN PASSIONATE PURSUIT OF … PURSUIT OF … EXCELLENCEEXCELLENCE..

Our Mission

TO DEVELOP AND MANAGE TALENT;TO DEVELOP AND MANAGE TALENT;TO APPLY THAT TALENT,TO APPLY THAT TALENT,

THROUGHOUT THE WORLD, THROUGHOUT THE WORLD, FOR THE BENEFIT OF CLIENTS;FOR THE BENEFIT OF CLIENTS;TO DO SO IN PARTNERSHIP; TO DO SO IN PARTNERSHIP;

TO DO SO WITH PROFIT.TO DO SO WITH PROFIT.

WPP

Brand Brand = =

Talent.Talent.

Les Wexner:Les Wexner: FROM FROM FASHION TRENDS FASHION TRENDS GURU TO PICKING GURU TO PICKING AND DEVELOPING AND DEVELOPING

PEOPLE!*PEOPLE!**Limited Brands founder Les Wexner queried on astounding long-term success:*Limited Brands founder Les Wexner queried on astounding long-term success:

It happened because “I got as excited about developing people”It happened because “I got as excited about developing people” as he had been about predicting fashion trends in his early yearsas he had been about predicting fashion trends in his early years

((PARC’s Bob Taylor: “CONNOISSEUR OF TALENT”“CONNOISSEUR OF TALENT” ) )

AndrewAndrew CarneCarneggieie’s Tombstone Inscription …’s Tombstone Inscription …

Here lies a manHere lies a manWho knew how to enlistWho knew how to enlist

In his serviceIn his serviceBetter men than himself.Better men than himself.

Source: Peter Drucker, Source: Peter Drucker, The Practice of ManagementThe Practice of Management

““The role of the Director is to The role of the Director is to create a space where the create a space where the

actors and actresses canactors and actresses can become more than become more than thetheyy’ve ever been ’ve ever been

before,before, more than themore than they’y’ve ve dreamed of beindreamed of being.”g.”

——Robert Altman, Oscar acceptance speechRobert Altman, Oscar acceptance speech

““The leaders of Great The leaders of Great

Groups … Groups … lovelove talenttalent … and know … and know

where to find it. They … where to find it. They …

revelrevel inin …… the the talent of talent of others.”others.”

—Warren Bennis & Patricia Ward Biederman, —Warren Bennis & Patricia Ward Biederman, Organizing GeniusOrganizing Genius

““No matter what the No matter what the situation, situation, [the great manager’s][the great manager’s] first first resrespponseonse is always to think is always to think

about the individual about the individual concerned and concerned and how thinhow thinggs s

can be arrancan be arrangged to heled to helpp that that individual exindividual expperience erience successsuccess.”.” —Marcus Buckingham, —Marcus Buckingham,

The One Thing You Need to KnowThe One Thing You Need to Know

““The one piece of advice which The one piece of advice which will contribute to making you a will contribute to making you a better leader, will provide you better leader, will provide you

with greater happiness, and will with greater happiness, and will advance your career more than advance your career more than

any other advice ... and it doesn't any other advice ... and it doesn't call for a special personality or call for a special personality or any certain chemistry ... and any certain chemistry ... and

anyone can do it, and it's this: anyone can do it, and it's this:

You must careYou must care."." ——Melvin ZaisMelvin Zais

The Memories That MatterThe Memories That Matter

The people you developed who went on toThe people you developed who went on to stellar accomplishments inside or outsidestellar accomplishments inside or outside the company.the company. The (no more than) two or three people you developed who went on The (no more than) two or three people you developed who went on toto create create stellar institutions of their own.stellar institutions of their own.The longshots (people with “a certain something”) you bet on whoThe longshots (people with “a certain something”) you bet on who surprised themselves—surprised themselves—andand your peers. your peers.

The people of all stripes who 2/5/10/20 yearsThe people of all stripes who 2/5/10/20 years later say later say “You made a difference in my “You made a difference in my life,”life,” “ “Your belief in me changed everything.”Your belief in me changed everything.”The sort of/character of people you hired in general. (The sort of/character of people you hired in general. (And And the bad the bad apples you chucked out despite some stellar traits.)apples you chucked out despite some stellar traits.)A handful of projects (a half dozen at most) you doggedly pursued A handful of projects (a half dozen at most) you doggedly pursued thatthat still make you smile and which fundamentally changed the waystill make you smile and which fundamentally changed the way things are done inside or outside the company/industry.things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming The supercharged camaraderie of a handful of Great Teams aiming toto “ “change the world.”change the world.”

Joe J. Jones Joe J. Jones 1943 – 2013 1943 – 2013

Net WorthNet Worth

$21,543,672.48$21,543,672.48

SERGEANTSSERGEANTS

If the regimental commander lost most of his If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and 2nd lieutenants and 1st lieutenants and

captains and majors, it would be a tragedy. captains and majors, it would be a tragedy.

If he lost his If he lost his serserggeants it would eants it would be a catastrobe a catastropphehe. . The The

Army and the Navy are fully aware that Army and the Navy are fully aware that success on the battlefield is dependent to an success on the battlefield is dependent to an extraordinary degree on its Sergeants and extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the Chief Petty Officers. Does industry have the

same awareness?same awareness?

““People People leave leave

manamanaggersers not not companies.”companies.”

——Dave WheelerDave Wheeler

Is there Is there ONEONE “secret” “secret” to productivity and to productivity and

employee satisfaction?employee satisfaction?

YESYES!!

The Quality of your The Quality of your FULLFULL CADRECADRE of … of …1st-line Leaders.1st-line Leaders.

TRAININGTRAINING

6/2/36/2/3**

*It takes Jerry Seinfeld *It takes Jerry Seinfeld SIX SIX MONTHSMONTHS to develop to develop

TWO TWO oror THREE THREE MINUTESMINUTES of new material of new material (documentary: “Comedian”)(documentary: “Comedian”)

““training, training, TRAINING and TRAINING and

M-O-R-E M-O-R-E T-R-A-I-N-I-N-G”T-R-A-I-N-I-N-G” ——

——CINCPAC Nimitz to CNO KingCINCPAC Nimitz to CNO King/1943/1943(punctuation Nimitz’s)(punctuation Nimitz’s)

Training = InvestmentTraining = Investment

#1#1: : In the Army, In the Army,

33--star star ggeneralsenerals worry about worry about training. In most training. In most

businesses, the top training businesses, the top training post is a “ho-hum” mid-post is a “ho-hum” mid-

level staff slot.level staff slot.

Why is intensive-Why is intensive-extensive training extensive training

obvious for the army & obvious for the army & navy & sports teams & navy & sports teams &

performing arts performing arts

groups--but groups--but not for for

the average business?the average business?

Is your Is your CTOCTO/Chief /Chief Training Officer your top Training Officer your top paid “C-level” job (other paid “C-level” job (other

than CEO/COO)?than CEO/COO)?

Are your top trainers Are your top trainers paid/cherished as much paid/cherished as much as your top marketers/ as your top marketers/

engineers?engineers?

Is your CTO/Chief Training Officer your top paid “C-level” job (other than Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?CEO/COO)?If not, why not?If not, why not?Are your top trainers paid as much as your top marketers and engineers?Are your top trainers paid as much as your top marketers and engineers?If not, why not?If not, why not?

Are your training courses so Are your training courses so good they make you giggle and good they make you giggle and tingle?tingle?If not, why not?If not, why not?Randomly stop an employee in the hall: Can she/he meticulously describe her/his Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next 12 months?development plan for the next 12 months?If not, why not?If not, why not?Why is your world of business any different than the (competitive) world of Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, rugby, football, opera, theater, the military?the military?If “people/talent first” and hyper-intense continuous training are laughably If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you? obviously for them, why not you?

E.g.:E.g.: Are you Are you raiding top raiding top university university

professors?professors? (Equivalent of Wall Street and math Ph.D.s)(Equivalent of Wall Street and math Ph.D.s)

Is your CTO/Chief Training Officer your top paid “C-level” job (other than Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?CEO/COO)?If not, why not?If not, why not?

Are your top trainers paid as much as your top marketers and engineers?Are your top trainers paid as much as your top marketers and engineers?If not, why not?If not, why not?

Are your training courses so good they make you giggle and tingle?Are your training courses so good they make you giggle and tingle?If not, why not?If not, why not?

Randomly stop an employee in Randomly stop an employee in the hall: Can she/he the hall: Can she/he meticulously describe her/his meticulously describe her/his development plan for the next development plan for the next 12 months?12 months?If not, why not?If not, why not?

Why is your world of business any different than the (competitive) world of Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, rugby, football, opera, theater, the military?the military?If “people/talent first” and hyper-intense continuous training are laughably If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you? obviously for them, why not you?

Gamblin’ ManGamblin’ Man

Bet #1: Bet #1: >> 5 of 10 CEOs see >> 5 of 10 CEOs see training as expense rather training as expense rather than investment.than investment.Bet #2: Bet #2: >> 5 of 10 CEOs see >> 5 of 10 CEOs see training as defense rather training as defense rather than offense.than offense.Bet #3: Bet #3: >> 5 of 10 CEOs see >> 5 of 10 CEOs see training as “necessary evil” training as “necessary evil” rather than “strategic rather than “strategic opportunity.”opportunity.”

Bet #4:Bet #4: >> 8 of 10 >> 8 of 10 CEOs, in 45-min CEOs, in 45-min “tour d’horizon” “tour d’horizon” of their biz, would of their biz, would NOTNOT mention mention training.training.

What is the best reason to go What is the best reason to go bananas over training? bananas over training?

GREED.GREED. (It pays off.) (It pays off.)

(Training should be an official part of the (Training should be an official part of the

R&DR&D budget and a capital expense.) budget and a capital expense.)

Training #1: Bottom LineTraining #1: Bottom Line

NOBODYNOBODY gets off the gets off the

hook! “Training & Development hook! “Training & Development Maniac” applies as much to the Maniac” applies as much to the

leader of the leader of the 4-person 4-person businessbusiness as to the chief of as to the chief of the 44,444-person business.the 44,444-person business.

Addenda: Addenda: The Mauritius DoctrineThe Mauritius Doctrine

On 16 April 2014, I spoke to 1,300 SME chiefs in Mauritius at a conference On 16 April 2014, I spoke to 1,300 SME chiefs in Mauritius at a conference organized by The National Productivity and Competitiveness Council, and organized by The National Productivity and Competitiveness Council, and

that included the Vice Prime Minister. I upped the stridency of my tone relativethat included the Vice Prime Minister. I upped the stridency of my tone relative not not to government actions—but relative to business’ obligation to develop itsto government actions—but relative to business’ obligation to develop its

work force. Moreover, I asserted this was as true for a 6-person businesswork force. Moreover, I asserted this was as true for a 6-person business as for a 6,000-person outfit. Yes … wee companies can (and ought) as for a 6,000-person outfit. Yes … wee companies can (and ought)

become “training/development maniacs.” become “training/development maniacs.”

Honing my new/uncompromising message:Honing my new/uncompromising message: Especially in uncertain Especially in uncertain times which are sapping global employment security, it times which are sapping global employment security, it is the … is the … foremostforemost moralmoral resrespponsibilitonsibility … of businesses y … of businesses

to abet the radical development of their employees.to abet the radical development of their employees.

National productivity improvement is less about a few giants than National productivity improvement is less about a few giants than about incremental efforts by the great mass of small businesses.about incremental efforts by the great mass of small businesses.

My training (& development) message in general is extreme. My training (& development) message in general is extreme.

But the truly radical notion is that But the truly radical notion is that “training & development maniacs” “training & development maniacs”

applies to the 5-person enterprise as applies to the 5-person enterprise as much as it does to the giant.much as it does to the giant.

TRAINING TRAINING PRIORITY #1?PRIORITY #1?

““The doctor The doctor interruptsinterrupts after …*after …*

*Source: Jerome Groopman, *Source: Jerome Groopman, How Doctors ThinkHow Doctors Think

18 …18 …

18 … 18 … secondsseconds!!

[An [An obsessionobsession with] Listening is ... the ultimate mark with] Listening is ... the ultimate mark

of of RespectRespect..

Listening is ... the heart and soul of Listening is ... the heart and soul of EngagementEngagement..Listening is ... the heart and soul of Listening is ... the heart and soul of KindnessKindness..Listening is ... the heart and soul of Listening is ... the heart and soul of ThoughtfulnessThoughtfulness..Listening is ... the basis for true Listening is ... the basis for true CollaborationCollaboration..Listening is ... the basis for true Listening is ... the basis for true PartnershipPartnership..Listening is ... a Listening is ... a Team SportTeam Sport..Listening is ... a Listening is ... a Developable Individual SkillDevelopable Individual Skill.* .* (*Though women (*Though women are are farfar better at it than men.) better at it than men.)

Listening is ... the basis forListening is ... the basis for CommunityCommunity..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that workJoint Ventures that work..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures thatJoint Ventures that growgrow..Listening is ... the core of Listening is ... the core of effective Cross-functional effective Cross-functional CommunicationCommunication.* .* (*Which is in turn Attribute #1 of (*Which is in turn Attribute #1 of organization effectiveness.)organization effectiveness.)

[cont.][cont.]

Listening is ... the engine of Listening is ... the engine of superior superior EXECUTIONEXECUTION..Listening is ... the key to Listening is ... the key to making the making the SaleSale..Listening is ... the key to Listening is ... the key to Keeping the Customer’s BusinessKeeping the Customer’s Business..Listening is ... Listening is ... ServiceService..Listening is ... the engine of Listening is ... the engine of Network developmentNetwork development..Listening is ... the engine of Listening is ... the engine of Network maintenanceNetwork maintenance..Listening is ... the engine of Listening is ... the engine of Network expansionNetwork expansion..Listening is ... Listening is ... Social Networking’s “secret weapon.”Social Networking’s “secret weapon.”Listening is ... Listening is ... LearningLearning..Listening is ... the Listening is ... the sine qua non of sine qua non of RenewalRenewal..Listening is ... the Listening is ... the sine qua non of sine qua non of CreativityCreativity..Listening is ... the Listening is ... the sine qua non of sine qua non of InnovationInnovation..Listening is ... the core of Listening is ... the core of taking diverse opinions aboardtaking diverse opinions aboard..Listening is ... Listening is ... StrategyStrategy..Listening is ... Listening is ... Source #1 of “Value-added.”Source #1 of “Value-added.”Listening is ... Listening is ... Differentiator #1Differentiator #1..Listening is ... Listening is ... ProfitableProfitable.*.* (*The “R.O.I.” from listening is higher than(*The “R.O.I.” from listening is higher than from any other single activity.)from any other single activity.)

Listening is … the bedrock which underpins a Listening is … the bedrock which underpins a Commitment toCommitment to EXCELLENCE!EXCELLENCE!

IfIf you agree with the above, shouldn’t listening be ... a Core you agree with the above, shouldn’t listening be ... a Core

Value?Value?If you agree with the above, shouldn’t listening be ... perhaps If you agree with the above, shouldn’t listening be ... perhaps Core Value #1?* Core Value #1?* (*“We are Effective Listeners—we treat (*“We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”)to Respect and Engagement and Community and Growth.”)If you agree, shouldn’t listening be ... a Core Competence?If you agree, shouldn’t listening be ... a Core Competence?If you agree, shouldn’t listening be ... Core Competence #1?If you agree, shouldn’t listening be ... Core Competence #1?If you agree, shouldn’t listening be ... an explicit “agenda item” If you agree, shouldn’t listening be ... an explicit “agenda item” at every Meeting?at every Meeting?If you agree, shouldn’t listening be ... our Strategy—per se? If you agree, shouldn’t listening be ... our Strategy—per se? (Listening = Strategy.)(Listening = Strategy.)If you agree, shouldn’t listening be ... the #1 skill we look for in If you agree, shouldn’t listening be ... the #1 skill we look for in Hiring (for every job)?Hiring (for every job)?

IfIf you agree, shouldn’t listening be ... the #1 attribute we you agree, shouldn’t listening be ... the #1 attribute we

examine in our Evaluations?examine in our Evaluations?If you agree, shouldn’t listening be ... the #1 skill we look for If you agree, shouldn’t listening be ... the #1 skill we look for in Promotion decisions?in Promotion decisions?If you agree, shouldn’t listening be ... the #1 Training priority If you agree, shouldn’t listening be ... the #1 Training priority at every stage of everyone’s career—from Day #1 to Day at every stage of everyone’s career—from Day #1 to Day LAST?LAST?If you agree, what are you going to do about it ... If you agree, what are you going to do about it ... in the next in the next 30 MINUTES?30 MINUTES?If you agree, what are you going to do about it ... If you agree, what are you going to do about it ... at your at your NEXT meeting?NEXT meeting?If you agree, what are you going to do about it ... If you agree, what are you going to do about it ... by the end by the end of the DAY?of the DAY?If you agree, what are you going to do about it ... If you agree, what are you going to do about it ... in the next in the next 30 DAYS?30 DAYS?If you agree, what are you going to do about it ... If you agree, what are you going to do about it ... in the next in the next 12 MONTHS?12 MONTHS?

Suggested Suggested Core Value Core Value #1:#1: “We are Effective “We are Effective

Listeners—we treat Listening Listeners—we treat Listening EXCELLENCEEXCELLENCE as the as the Centerpiece of our Centerpiece of our

Commitment to Respect and Commitment to Respect and Engagement and Community Engagement and Community

and Growth.”and Growth.”

““I always writeI always write ‘LISTEN’‘LISTEN’ on on the back of my hand the back of my hand before a meeting.”before a meeting.”

Source: Tweet viewed @tom_petersSource: Tweet viewed @tom_peters

LISTEN = “PROFESSION” =

STUDY = PRACTICE = EVALUATION =

ENTERPRISE VALUE

HIRINGHIRING

““I can’t tell I can’t tell yyou how ou how manmanyy times we times we ppassed assed

uupp hotshots for hotshots for gguuyys we s we thouthougght were better ht were better

ppeoeopplele … and watched our guys do a … and watched our guys do a lot better than the big names, not just in lot better than the big names, not just in

the classroom, but on the field—and, the classroom, but on the field—and, naturally, after they graduated, too. Again naturally, after they graduated, too. Again

and again, the blue chips faded out, and our and again, the blue chips faded out, and our little up-and-comers clawed their way to all-little up-and-comers clawed their way to all-

conference and All-America teams.” conference and All-America teams.” —Bo —Bo Schembechler & John Bacon), “Recruit for Character,” Schembechler & John Bacon), “Recruit for Character,” Bo’s Lasting LessonsBo’s Lasting Lessons

““development can help great development can help great

people be even people be even better— better— but if but if I had a dollar to spend, I’d I had a dollar to spend, I’d

spendspend 7070 cents cents getting the right person getting the right person

in the door.”in the door.” ——Paul Russell, Director, Leadership and Paul Russell, Director, Leadership and

Development, GoogleDevelopment, Google

"When I hire "When I hire someone, that's someone, that's

when when I I ggo to o to work for work for

themthem.”.” —John DiJulius,—John DiJulius, "What's the Secret to "What's the Secret to

Providing a World-class Customer Experience"Providing a World-class Customer Experience"

QuietQuiet

““We live with a value system that I call the Extrovert Ideal—the We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal self is gregarious, alpha, and omnipresent belief that the ideal self is gregarious, alpha, and

comfortable in the spotlight. The archetypal extrovert prefers action comfortable in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to doubt. … We to contemplation, risk-taking to heed-taking, certainty to doubt. … We think that we value individuality, but all too often we admire one type think that we value individuality, but all too often we admire one type of individual … Introversion is now a second-class personality trait. … of individual … Introversion is now a second-class personality trait. …

The Extrovert Ideal has been documented in many The Extrovert Ideal has been documented in many studies. Talkative people, for example, are rated as studies. Talkative people, for example, are rated as smarter, better looking, more interesting, and more smarter, better looking, more interesting, and more

desirable as friends. Velocity of speech counts as well desirable as friends. Velocity of speech counts as well as volume: We rank fast talkers as more competent and as volume: We rank fast talkers as more competent and likeable than slow ones. But we make a grave mistake likeable than slow ones. But we make a grave mistake to embrace the Extrovert Ideal so unthinkingly.to embrace the Extrovert Ideal so unthinkingly. … As the … As the

science journalist Winifred Gallagher writes, ‘The glory of the science journalist Winifred Gallagher writes, ‘The glory of the disposition that stops to consider stimuli rather than rushing to disposition that stops to consider stimuli rather than rushing to

engage with them is its long association with intellectual and artistic engage with them is its long association with intellectual and artistic achievement. Neither E = mc squared or Paradise Lost was dashed off achievement. Neither E = mc squared or Paradise Lost was dashed off by a party animal.’ Even in less obviously introverted occupations, like by a party animal.’ Even in less obviously introverted occupations, like

finance, politics, and activism, some of the greatest leaps forward finance, politics, and activism, some of the greatest leaps forward were made by introverts … figures like Eleanor Roosevelt, Warren were made by introverts … figures like Eleanor Roosevelt, Warren

Buffett and Gandhi achieved what they did not in spite of but because Buffett and Gandhi achieved what they did not in spite of but because of their introversion.”of their introversion.” — —Susan Cain, Susan Cain,

Quiet: The Power of Introverts in a World That Can’t Stop TalkingQuiet: The Power of Introverts in a World That Can’t Stop Talking

““Among the most effective leaders I have Among the most effective leaders I have encountered and worked with in half a century, encountered and worked with in half a century, some have locked themselves into their offices some have locked themselves into their offices and others were ultra-gregarious. Some were and others were ultra-gregarious. Some were

quick and impulsive, some studied the situation quick and impulsive, some studied the situation

and took forever to come to a decision. and took forever to come to a decision. The The one and only personality trait the one and only personality trait the effective ones did have in common effective ones did have in common was something they did was something they did notnot have: have:

They had little or no ‘charisma,’ and They had little or no ‘charisma,’ and little use for the term.”little use for the term.” —Peter Drucker, in —Peter Drucker, in Susan Cain, Susan Cain,

Quiet: The Power of Introverts in a World That Can’t Stop TalkingQuiet: The Power of Introverts in a World That Can’t Stop Talking

2/YEAR = 2/YEAR = LEGACYLEGACY

Promotion DecisionsPromotion Decisions

“life and “life and death death

decisions”decisions”Source: Peter Drucker, Source: Peter Drucker, The Practice of ManagementThe Practice of Management

WOMEN RULEWOMEN RULE!!

““I speak to you with a feminine voice.I speak to you with a feminine voice. It’s the voice of democracy, of equality. It’s the voice of democracy, of equality.

I am certain, ladies and gentlemen,I am certain, ladies and gentlemen, that that this will be this will be

the woman’s the woman’s centurcentury.y. In the Portuguese language, In the Portuguese language,

words such as life, soul, and hope are of the feminine words such as life, soul, and hope are of the feminine

gender, as are other words like courage and sincerity.”gender, as are other words like courage and sincerity.”

——President Dilma Rousseff of BrazilPresident Dilma Rousseff of Brazil, 1st woman to, 1st woman to keynote the United Nations General Assembly (2011)keynote the United Nations General Assembly (2011)

““Research suggests Research suggests that to succeed, start that to succeed, start

by promoting by promoting women.”women.”

““McKinsey & Company found that the international companiesMcKinsey & Company found that the international companies with more women on their corporate boards with more women on their corporate boards far outperformedfar outperformed the the

average company in return on equity and other measures. average company in return on equity and other measures.

Operating profit wasOperating profit was 56%56% higher.”higher.”

Source: Nicholas Kristof, “Twitter, Women, and Power,” Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimesNYTimes, 1024.13, 1024.13

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that New Studies find that

female managers outshine their male female managers outshine their male counterparts in almost every measure”counterparts in almost every measure”

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

Women’s Strengths Match New Women’s Strengths Match New Economy ImperativesEconomy Imperatives:: Link [rather than Link [rather than

rank] workers; rank] workers; favor interactive-favor interactive-collaborative leadership style collaborative leadership style

[empowerment beats top-down decision [empowerment beats top-down decision making];making]; sustain fruitful collaborations; sustain fruitful collaborations;

comfortable with sharing information; comfortable with sharing information; see see redistribution of powerredistribution of power

as victory, not surrender as victory, not surrender; favor multi-; favor multi-dimensional feedback; dimensional feedback; value technical & value technical & interpersonal skills, individual & group interpersonal skills, individual & group contributions equally;contributions equally; readily accept readily accept

ambiguity; ambiguity; honor intuition as well as pure honor intuition as well as pure “rationality”;“rationality”; inherently flexible; inherently flexible; appreciate appreciate

cultural diversitycultural diversity..

Source: Source: Judy B. Rosener, Judy B. Rosener, America’s Competitive Secret: Women ManagersAmerica’s Competitive Secret: Women Managers

““On average, women and men On average, women and men possess a number of different possess a number of different

innate skills. innate skills. And current trends And current trends suggest that many sectors of suggest that many sectors of

the twenty-first-century the twenty-first-century economic community are going economic community are going to need the natural talents of to need the natural talents of

women.”women.” —Helen Fisher, —Helen Fisher, The First Sex: The Natural The First Sex: The Natural

Talents of Women and How They Are Changing the WorldTalents of Women and How They Are Changing the World

Women’s NeWomen’s Neggotiatinotiatingg Stren Strenggthsths

*Ability to put themselves in their *Ability to put themselves in their counterparties’ shoes counterparties’ shoes*Comprehensive, attentive and detailed*Comprehensive, attentive and detailed communication style communication style*Empathy that facilitates trust-building*Empathy that facilitates trust-building*Curious and attentive listening*Curious and attentive listening*Less competitive attitude*Less competitive attitude*Strong sense of fairness and ability to *Strong sense of fairness and ability to persuadepersuade*Proactive risk manager*Proactive risk manager*Collaborative decision-making*Collaborative decision-making

Source: Horacio Falcao, Cover story/May 2006, Source: Horacio Falcao, Cover story/May 2006, World BusinessWorld Business, “Say It , “Say It Like a Woman: Why the 21Like a Woman: Why the 21stst-century negotiator will need the female -century negotiator will need the female touch”touch”

““TAKE THIS QUICK QUIZTAKE THIS QUICK QUIZ: Who manages more Who manages more things at once?things at once? Who puts more effort into their Who puts more effort into their appearance?appearance? Who usually takes care of the Who usually takes care of the

details?details? Who finds it easier to meet new Who finds it easier to meet new people?people? Who asks more questions in a Who asks more questions in a

conversation?conversation? Who is a better listener?Who is a better listener? Who has more interest in communicationWho has more interest in communication

skills?skills? Who is more inclined to get involved?Who is more inclined to get involved? Who encourages harmony and agreement?Who encourages harmony and agreement? Who has better intuition?Who has better intuition? Who works with a Who works with a longer ‘to do’ list?longer ‘to do’ list? Who enjoys a recap to the Who enjoys a recap to the

day’s events?day’s events? Who is better at keeping in Who is better at keeping in touch with others?”touch with others?”

Source: SellinSellingg Is a Woman’s Game Is a Woman’s Game: : 15 Powerful 15 Powerful Reasons WhReasons Whyy Women Can Outsell Men Women Can Outsell Men,,

Nicki JoNicki Joyy & Susan Kane-Benson & Susan Kane-Benson

Women’s Share of Degrees 2008Women’s Share of Degrees 2008

Bachelor’s 57%Bachelor’s 57%Advanced 59%Advanced 59%

Source: Martha Barletta/TrendSight Group/0517.11Source: Martha Barletta/TrendSight Group/0517.11

““Headline 2020:Headline 2020: Women Women

Hold Hold 8080 Percent Percent

of Management and of Management and Professional Jobs”Professional Jobs”

Source: Source: The Extreme Future: The Top Trends That Will The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 YearsReshape the World in the Next 20 Years, James Canton, James Canton

Warren Buffett Warren Buffett Invests Like a Girl: Invests Like a Girl:

And Why YouAnd Why YouShould TooShould Too —Louann Lofton—Louann Lofton

Portrait of a Female InvestorPortrait of a Female Investor

1. Trade less than men do1. Trade less than men do2. Exhibit less overconfidence—more likely to know2. Exhibit less overconfidence—more likely to know what they don’t know what they don’t know3. Shun risk more than male investors do3. Shun risk more than male investors do4. Less optimistic, more realistic than their male4. Less optimistic, more realistic than their male counterparts counterparts5. Put in more time and effort researching possible5. Put in more time and effort researching possible investments—consider details and alternate points investments—consider details and alternate points of view of view6. More immune to peer pressure—tend to make6. More immune to peer pressure—tend to make decisions the same way regardless of who’s watching decisions the same way regardless of who’s watching7. Learn from their mistakes7. Learn from their mistakes8. Have less testosterone than men do, making them8. Have less testosterone than men do, making them less willing to take extreme risks, which, in turn, less willing to take extreme risks, which, in turn, could lead to less extreme market cycles could lead to less extreme market cycles

Source: Source: Warren Buffett Invests Like a Girl: And Warren Buffett Invests Like a Girl: And Why You Should TooWhy You Should Too, Louann Lofton, Chapter 2, “The Science Behind the , Louann Lofton, Chapter 2, “The Science Behind the Girl”Girl”

““Diverse groups of problem solvers—groupsDiverse groups of problem solvers—groups of people with diverse tools—consistently of people with diverse tools—consistently outperformed groups of the best and the outperformed groups of the best and the

brightest. If I formed two groups, one brightest. If I formed two groups, one randomrandom (and therefore diverse) and one (and therefore diverse) and one

consisting of the consisting of the bestbest individual performers, individual performers, the first group almost always did better. …the first group almost always did better. …

DIVERSITYDIVERSITY TRUMPED TRUMPED

ABILITYABILITY.”.” —Scott Page, —Scott Page, The Difference: The Difference:

How the Power of Diversity Creates Better Groups,How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Firms, Schools, and Societies

EVALUATIONEVALUATION

EVALUATING EVALUATING

PEOPLE = PEOPLE = #1#1

DIFFERENTIATORDIFFERENTIATORSource: Jack Welch, now Jeff Immelt onSource: Jack Welch, now Jeff Immelt on

GE’s top strategic skill ( GE’s top strategic skill (!!!!!!!!))

INNOVATION:INNOVATION:SIX TACTICSSIX TACTICS

Lesson48:Lesson48: WTTMSWTTMS

WW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS

Excellence82: The Bedrock “EiExcellence82: The Bedrock “Eigght Basics”ht Basics”

1. 1. A Bias for A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomy and y and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight PropertiesProperties

READY.READY.FIRE!FIRE!AIM.AIM.

H. Ross Perot (vs H. Ross Perot (vs ““Aim! Aim! Aim!”Aim! Aim! Aim!” /EDS vs GM/1985)/EDS vs GM/1985)

““EXPERIMENT EXPERIMENT FEARLESSLY”FEARLESSLY”

Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1Tactic #1

“RELENTLESS TRIAL“RELENTLESS TRIAL AND ERROR” AND ERROR”

Source: Source: Wall Street JournalWall Street Journal, cornerstone of effective approach to “rebalancing” company, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) portfolios in the face of changing and uncertain global economic conditions (11.08.10)

““We made mistakes, of course. Most of them were omissions We made mistakes, of course. Most of them were omissions

we didn’t think of when we initially wrote the software. we didn’t think of when we initially wrote the software. We We fixed them bfixed them byy doin doingg it over and over, it over and over, aaggain and aain and aggain.ain. We do the same today. While our We do the same today. While our

competitors are still suckingcompetitors are still sucking their thumbs trying to make the their thumbs trying to make the design perfect, we’re already on prototype versiondesign perfect, we’re already on prototype version

##55.. By the time our rivals are ready with wires By the time our rivals are ready with wires

and screws, we are on version and screws, we are on version ##1010.. It It

ggets back to ets back to pplanninlanningg versus actin versus acting: g: We We act from day oneact from day one; ; others others pplan how tolan how to pplanlan——for monthsfor months.”.” —Bloomberg by Bloomberg—Bloomberg by Bloomberg

““FAIL.FAIL. FORWARD. FORWARD.

FAST.”FAST.”High Tech CEO, Pennsylvania

WTTMSWTTMSASTMSUTFASTMSUTFWW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFANDANDSCREWS SCREWS THE THE MOST MOST STUFF STUFF UPUP THETHEFASTESTFASTESTWINSWINS

WE ARE WE ARE WHATWHAT

WE EAT WE EAT

““You will become You will become like the five people like the five people you associate with you associate with the most—this can the most—this can

be either a blessing be either a blessing or a curse.”or a curse.” —Billy Cox—Billy Cox

The “We are what we eat”/ The “We are what we eat”/ “We are who we hang out with”“We are who we hang out with”

Axiom: Axiom: At its core, At its core, evereveryy (!!!) (!!!) relationship-partnership decision relationship-partnership decision

(employee, vendor, customer, etc., (employee, vendor, customer, etc., etc.) is a etc.) is a stratestrateggicic decision about: decision about:

“Innovate,“Innovate, ‘ ‘YesYes’ ’ oror ‘No’ ” ”

WEWE ARE ARE THE THE COMPANYCOMPANY WE KEEP!WE KEEP!

MANAGEMANAGE IT! IT!

““Who’s the most Who’s the most interesting person interesting person you’ve met in the you’ve met in the last 90 days? How last 90 days? How do I get in touch do I get in touch

with them?”with them?” —Fred Smith—Fred Smith

Vanity Fair:Vanity Fair: “What is your most “What is your most marked characteristic?”marked characteristic?”

Mike Bloomberg:Mike Bloomberg:

““Curiosity.”Curiosity.”

DESIGNDESIGN!!

Design Design RulesRules!!

APPLEAPPLE market cap market cap > Exxon Mobil* > Exxon Mobil*

*August 2011*August 2011

E.g. …E.g. …

2014:2014: ZEROZERO excuse forexcuse for

non-excellent website/ non-excellent website/failure to exploit SM.failure to exploit SM.

HHypypothesisothesis: Men : Men

CANNOTCANNOT design for women’s design for women’s

needsneeds!!??!!??

WOMEN BUY WOMEN BUY

[EVERYTHING][EVERYTHING]!!

““Forget CHINA, Forget CHINA, INDIA and the INDIA and the

INTERNET: Economic INTERNET: Economic Growth Is Driven by Growth Is Driven by

WOMENWOMEN..””

Source: Headline, Economist

W W > > 2X2X (C + (C + I)*I)*

**“Women now drive the global economy. Globally, they control about “Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $20 trillion in consumer spending, and that figure could climb as high as

$28 trillion$28 trillion in the next five years. in the next five years.

Their $13 trillion in total yearly earnings could reach $18 trillion in the Their $13 trillion in total yearly earnings could reach $18 trillion in the same period.same period. In aggregate, women represent a growth market bigger than China and India combined—more In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer.

And yet many companies do just that—even ones that are confidant that they have a winning strategy when it And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …”comes to women. Consider Dell’s …”

Source: Michael Silverstein and Kate Sayre, “The Female Economy,” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBRHBR, 09.09, 09.09

““Women areWomen are thethe majority majority

market.”market.” —Fara Warner/—Fara Warner/The Power of the PurseThe Power of the Purse

The Perfect Answer

Jill and Jack buy slacks in black…

TGRs:TGRs:LBTsLBTs

LITTLE =LITTLE =

BIGBIG

Big carts =Big carts =

1.5X1.5XSource: WalmartSource: Walmart

2X:2X: “When Friedman“When Friedman

slisligghtlhtly y curvedcurved the right angle of the right angle of

an entrance corridor to one property, an entrance corridor to one property, he was ‘amazed at the magnitude of he was ‘amazed at the magnitude of

change in pedestrians’ behavior’—the change in pedestrians’ behavior’—the percentage who entered increased percentage who entered increased

from from oneone--thirdthird to nearly to nearly twotwo--thirdsthirds.”.”

——Natasha Dow Schull, Natasha Dow Schull, Addiction By Design: Machine Gambling in Las VegasAddiction By Design: Machine Gambling in Las Vegas

Machine GamblingMachine Gambling

““Pleasing” odor #1 vs. Pleasing” odor #1 vs. “pleasing” odor #2: “pleasing” odor #2:

+45%+45% revenue revenue Source:Source: “Effects of Ambient Odors on Slot-Machine Usage in Las Vegas “Effects of Ambient Odors on Slot-Machine Usage in Las Vegas

Casinos,” reported inCasinos,” reported in Natasha Dow Schull, Natasha Dow Schull, Addiction By Design: Addiction By Design: Machine Gambling in Las Vegas Machine Gambling in Las Vegas (66% revenue, 85% profit)(66% revenue, 85% profit)

““EXPERIMENT EXPERIMENT FEARLESSLY”FEARLESSLY”

Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1Tactic #1

“RELENTLESS TRIAL“RELENTLESS TRIAL AND ERROR” AND ERROR”

Source: Source: Wall Street JournalWall Street Journal, cornerstone of effective approach to “rebalancing” company, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) portfolios in the face of changing and uncertain global economic conditions (11.08.10)

INNOVATEINNOVATE OR DIE: OR DIE:

MEASURE MEASURE IT!IT!

Innovation IndexInnovation Index:: How many of your Top 5Top 5

Strategic Initiatives/Key Projects score 88 or or higherhigher [out of 10] on a

“Weird”“Weird”//“Profound”“Profound”/ / “Wow”“Wow”//“Game-“Game-

changer”changer” Scale? (At least 3???)

LEADERSHIPLEADERSHIP

““I’m always stopping by our I’m always stopping by our

stores— stores— at least at least 2525

a weeka week.. I’m also in other I’m also in other

places: Home Depot, Whole Foods, Crate places: Home Depot, Whole Foods, Crate & Barrel. I try to be& Barrel. I try to be

a sponge to pick up as much a sponge to pick up as much as I can.”as I can.” —Howard Schultz—Howard Schultz

Source: Source: FortuneFortune, “Secrets of Greatness”, “Secrets of Greatness”

MBWAMBWA

““Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about 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 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 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.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 Let me put it bluntly: every leader should routinely keep a substantial should routinely keep a substantial

portion of his or her time—I would say portion of his or her time—I would say

as much asas much as 5050 percent—percent—

unscheduledunscheduled.. … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will … 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. 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’ 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.’typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’ Yet Yet we waste so much time in unwe waste so much time in unpproductive activitroductive activity—y—it takes an it takes an

enormous effort on the enormous effort on the ppart of the leader to keeart of the leader to keepp free time for the free time for the trultrulyy im impportant thinortant thinggss.”.”

——Dov FrohmanDov Frohman (& Robert Howard (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught—), 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”)And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)

““The The 44 most most

important important wordswords in any in any

organization are …organization are …

THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATIONTHE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION

ARE …ARE … “WHAT “WHAT DO DO YOUYOU THINK?”THINK?”

Source: courtesy Dave Wheeler, posted at tompeters.com Source: courtesy Dave Wheeler, posted at tompeters.com

““Employees who Employees who don't feel significant don't feel significant

rarely make rarely make significant significant

contributions.”contributions.” —Mark Sanborn—Mark Sanborn

You = Your You = Your calendarcalendar**

*The calendar *The calendar NEVERNEVER lies.lies.

““If there is any If there is any ONEONE ‘secret’ ‘secret’

to effectiveness, it is concentration. to effectiveness, it is concentration. Effective executives do first things first Effective executives do first things first

… … and they do and they do

ONEONE thing at a thing at a time.”time.” —Peter Drucker—Peter Drucker

Meetings are Meetings are #1#1 thing thing

bosses bosses dodo. Therefore, . Therefore, 100%100%

of those meetings:of those meetings: EXCELLENCE. EXCELLENCE. ENTHUSIASM. ENTHUSIASM. ENGAGEMENT. ENGAGEMENT.

LEARNING. TEMPO. LEARNING. TEMPO. WORK-OF-ARTWORK-OF-ART.. DAMNDAMN ITIT..

““How can a high-level leader like _____ How can a high-level leader like _____ be so out of touch with the truth about be so out of touch with the truth about

himself? It’s more common than you himself? It’s more common than you

would imagine. would imagine. In fact, the higher up the ladder a leader climbs, the less

accurate his self-assessment is likely to be.

The problem is an acute lack of The problem is an acute lack of feedback [especially on people issues].”feedback [especially on people issues].”

—Daniel Goleman (et al.), —Daniel Goleman (et al.), The New LeadersThe New Leaders

““Being aware of yourself Being aware of yourself and how you affect and how you affect

everyone around you is everyone around you is what what distindistingguishesuishes a a

superior leader.”superior leader.” —Edie Seashore —Edie Seashore

“To develop others, start “To develop others, start with with yyourselfourself.”.”

—Marshall Goldsmith—Marshall Goldsmith

Reductionist Leadership TrainingReductionist Leadership Training

““Aggressive ‘professional’ listener.”Aggressive ‘professional’ listener.”Expert at questioning. (Questioning Expert at questioning. (Questioning “professional.”)“professional.”)Meetings as leadership opportunity #1.Meetings as leadership opportunity #1.Creating a “civil society.”Creating a “civil society.”Expert at “helping.” (HelpingExpert at “helping.” (Helping “professional.”) “professional.”)Expert at holding productive conversations.Expert at holding productive conversations.Fanatic about clear communications.Fanatic about clear communications.Fanatic about training.Fanatic about training.Master of appreciation/acknowledgement.Master of appreciation/acknowledgement.Effective at apology.Effective at apology.Creating a culture of automatic helpfulness by all to all.Creating a culture of automatic helpfulness by all to all.Presentation excellence. Presentation excellence. Conscious master of body language.Conscious master of body language.Master of hiring. (Hiring Master of hiring. (Hiring “professional.”)“professional.”)Master of evaluating people.Master of evaluating people.Time manager par excellence.Time manager par excellence.Avid practitioner of MBWA/Managing By Wandering Around. Avid practitioner of MBWA/Managing By Wandering Around. Avid student of the process of influencing others per se. Avid student of the process of influencing others per se. Student of decision-making and devastating impact of irrational aspects Student of decision-making and devastating impact of irrational aspects thereof.thereof.Brilliantly schooled student of negotiation.Brilliantly schooled student of negotiation.Creating a no-nonsense execution culture.Creating a no-nonsense execution culture.Meticulous about employee development/100% of staff.Meticulous about employee development/100% of staff.Student of the power of “d”iversity (all flavors of difference).Student of the power of “d”iversity (all flavors of difference).Aggressive in pursuing gender balance.Aggressive in pursuing gender balance.Making team-building excellence everyone’s daily priority.Making team-building excellence everyone’s daily priority.Understanding value of matchless 1st-line management.Understanding value of matchless 1st-line management.Instilling “business sense” in one and all.Instilling “business sense” in one and all.

APPENDIX ONEAPPENDIX ONE

A 15-PointA 15-Point Human Capital Human Capital

Asset Development Asset Development ManifestoManifesto

World Strategy Forum/World Strategy Forum/The New Rules: Reframing CapitalismThe New Rules: Reframing Capitalism

Tom Peters/Seoul/0615.12Tom Peters/Seoul/0615.12

I was intimidated by the title of a conferenceI was intimidated by the title of a conference I addressed in Seoul, Korea. Namely, I addressed in Seoul, Korea. Namely,

“Reframing capitalism.” And by the fact that a “Reframing capitalism.” And by the fact that a passel of Nobel laureates in economics would passel of Nobel laureates in economics would

be addressing the issue.be addressing the issue. Then it occurred to meThen it occurred to me that the mid- to lonthat the mid- to longg-term “reframin-term “reframingg” was ” was

more about recastinmore about recastingg the nature of work/ the nature of work/jjobs obs in, for example, the face of 2020’s artificial in, for example, the face of 2020’s artificial

intelliintelliggence than about whether the Sence than about whether the Sppanish anish bailout is $100 billion or $400 billion—as bailout is $100 billion or $400 billion—as

nontrivial as the latter isnontrivial as the latter is. . I.e., what the hell I.e., what the hell will the world’s four billion or so workers be will the world’s four billion or so workers be doing, say, 10 years from now? I’m not sure doing, say, 10 years from now? I’m not sure

that sophisticated econometric analyses will be that sophisticated econometric analyses will be all that helpful in determining an answer.all that helpful in determining an answer.

A 15-Point Human Capital Development A 15-Point Human Capital Development ManifestoManifesto

1. 1. “Corporate social responsibility” starts at “Corporate social responsibility” starts at home—i.e., inside the enterprise!home—i.e., inside the enterprise! MAXIMIZING MAXIMIZING GDD/Gross Domestic Development of the GDD/Gross Domestic Development of the workforce is the primary source of mid-term workforce is the primary source of mid-term and beyond growth and profitability—and and beyond growth and profitability—and maximizes national productivity and wealth.maximizes national productivity and wealth. (Re profitability: (Re profitability: If you want to serve the If you want to serve the customer with uniform Excellence, then you customer with uniform Excellence, then you must FIRST effectivelmust FIRST effectivelyy and faithfull and faithfullyy serve serve those who serve the customer—i.e. our those who serve the customer—i.e. our emploemployyees, via maximizinees, via maximizingg tools and tools and pprofessional develorofessional developpmentment.).)

2. 2. Regardless of the transient external Regardless of the transient external situation, development of “human capital” is situation, development of “human capital” is always the #1 priority.always the #1 priority. This is true in general, in This is true in general, in particular in difficult times which demand particular in difficult times which demand resilience—and uniquely true in this age in resilience—and uniquely true in this age in which IMAGINATIVE brainwork is de facto the which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage only plausible survival strategy for higher wage nations. (nations. (Generic “brainwork,” traditional and Generic “brainwork,” traditional and dominant “white-collar activities, is increasindominant “white-collar activities, is increasingglly y bbeineingg pperformed berformed byy exponentiall exponentiallyy enhanced enhanced artificial intelliartificial intelliggenceence.).)

3. 3. Three-star generals and admirals (and Three-star generals and admirals (and symphony conductors and sports coaches and symphony conductors and sports coaches and police chiefs and fire chiefs) OBSESS about police chiefs and fire chiefs) OBSESS about training.training. Why is it an almost dead certainty that Why is it an almost dead certainty that in a random 30-minute interview you are in a random 30-minute interview you are unlikely to hear a CEO touch upon this topic? (unlikely to hear a CEO touch upon this topic? (I I would hazard a would hazard a gguess that most CEOs see IT uess that most CEOs see IT investments as a “strateinvestments as a “strateggic necessitic necessityy,” but see ,” but see trainintrainingg ex exppenses as “a necessarenses as “a necessaryy evil evil.”).”)

4. 4. Proposition/axiom: The CTO/Chief TRAINING Proposition/axiom: The CTO/Chief TRAINING Officer is arguably the #1 staff job in the Officer is arguably the #1 staff job in the enterprise, at least on a par with, say, the CFO enterprise, at least on a par with, say, the CFO or CIO or head of R&D.or CIO or head of R&D. (Again, external (Again, external circumstances—see immediately above—are circumstances—see immediately above—are forcing our hand.)forcing our hand.)

5. 5. The training budget takes precedence over The training budget takes precedence over the capital budget.the capital budget. PERIOD. It’s easier fun to PERIOD. It’s easier fun to get your picture taken next to a new machine. get your picture taken next to a new machine. But how do you get a photo of a new and much But how do you get a photo of a new and much improved attitude in a key distribution center? improved attitude in a key distribution center? But the odds are 25:1 that the new attitude But the odds are 25:1 that the new attitude will add more to the bottom line than will the will add more to the bottom line than will the glorious state-of-the-art machine. glorious state-of-the-art machine.

6. 6. Human capital development should Human capital development should routinely sit atop any agenda or document routinely sit atop any agenda or document associated with enterprise strategy.associated with enterprise strategy. Most any Most any initiative you undertake should formally initiative you undertake should formally address implications for and contributions to address implications for and contributions to human capital asset development. human capital asset development.

7. 7. Every individual on the payroll should have Every individual on the payroll should have a benchmarked professional growth strategy.a benchmarked professional growth strategy. Every leader at every level should be evaluated Every leader at every level should be evaluated in no small measure on the collective in no small measure on the collective effectiveness of individual growth strategies—effectiveness of individual growth strategies—that is, each individual’s absolute growth is of that is, each individual’s absolute growth is of direct relevance to every leader’s assessed direct relevance to every leader’s assessed performance. performance.

8. 8. Given that we ceaselessly lament the Given that we ceaselessly lament the “leadership deficit,” it is imperative, and just “leadership deficit,” it is imperative, and just plain vanilla common sense, that we maximize plain vanilla common sense, that we maximize the rate of development of women leaders at the rate of development of women leaders at every level—little if anything has a higher every level—little if anything has a higher priority.priority. (It is an outrage that this has not been (It is an outrage that this has not been the case until now—and is still not the case in the case until now—and is still not the case in far too many institutions.) (And, while there far too many institutions.) (And, while there are no guarantees, women are more likely are no guarantees, women are more likely dispositionally to take a shine to the dispositionally to take a shine to the imperative of maximizing human asset imperative of maximizing human asset development.)development.)

9. 9. Maximum utilization of and continued Maximum utilization of and continued development of “older workers” (to age 70—development of “older workers” (to age 70—or even beyond?) is a source of immense or even beyond?) is a source of immense organizational and national growth and organizational and national growth and wealth.wealth. The rapidly aging population, with The rapidly aging population, with oldies far more healthy and vital than ever, oldies far more healthy and vital than ever, Ought to be an opportunity rather than a pain-Ought to be an opportunity rather than a pain-in-the-butt to deal with.in-the-butt to deal with.

10. 10. The practical key to all human asset The practical key to all human asset development activities is the 1st-line development activities is the 1st-line manager.manager. (“Sergeants run the Army” is an (“Sergeants run the Army” is an accurate commonplace. observation—accurate commonplace. observation—supported by development resources.) Hence supported by development resources.) Hence development of the full cadre of 1st-line development of the full cadre of 1st-line managers is an urgent—and invariably managers is an urgent—and invariably underplayed—strategic imperative. Arguably, underplayed—strategic imperative. Arguably, the collective quality and development the collective quality and development trajectory of 1st-line leaders is an trajectory of 1st-line leaders is an organization’s #1 human asset development organization’s #1 human asset development priority. (Consistent with all the above, the priority. (Consistent with all the above, the 1st-line leader’s skill at “people 1st-line leader’s skill at “people development” is her or his top priority—for development” is her or his top priority—for which she or he must be rigorously and which she or he must be rigorously and continually trained.)continually trained.)

12. 12. Associated with the accelerated priority of Associated with the accelerated priority of the national education infrastructure is a the national education infrastructure is a dramatically enhanced and appreciated and dramatically enhanced and appreciated and compensated role for our teachers—this must compensated role for our teachers—this must necessarily be accompanied by rigorous necessarily be accompanied by rigorous accountability.accountability. There is no doubt that There is no doubt that “teaching” (instilling) insatiable curiosity, say, “teaching” (instilling) insatiable curiosity, say, which is the #1 attribute of a creative person, which is the #1 attribute of a creative person, is no easy task; however, there is no way that is no easy task; however, there is no way that it can be ducked if one looks at future it can be ducked if one looks at future definitions of employability. definitions of employability.

13. 13. The great majority of us work in small The great majority of us work in small enterprises; hence national growth enterprises; hence national growth objectives based upon human capital objectives based upon human capital development MUST necessarily extend development MUST necessarily extend “downward” to even 1-person enterprises.“downward” to even 1-person enterprises. Collective productivity improvement through Collective productivity improvement through human capital development among small human capital development among small businesses has an unimaginably large—and businesses has an unimaginably large—and underappreciated—payoff. While many small underappreciated—payoff. While many small business appreciate the notion, they are business appreciate the notion, they are unprepared to take the steps necessary to unprepared to take the steps necessary to engage their, say, dozen employees in engage their, say, dozen employees in seeking productivity improvements.seeking productivity improvements.

14. 14. Needless to say, the activities imagined Needless to say, the activities imagined here will only be possible if abetted by a here will only be possible if abetted by a peerless National Information and peerless National Information and Communication Infrastructure.Communication Infrastructure. Indeed, the Indeed, the work here is being done—and the need is work here is being done—and the need is appreciated and reasonably well funded. The appreciated and reasonably well funded. The effort must not falter; the new information-effort must not falter; the new information-based tools are the coin of the realm.based tools are the coin of the realm.

15. 15. Associated with the above is a RADICAL Associated with the above is a RADICAL reorientation of leadership education and reorientation of leadership education and development—throughout the development—throughout the enterprise/education/continuing education enterprise/education/continuing education infrastructure.infrastructure. (E.g., Among other things, the (E.g., Among other things, the MBA and executive education will require MBA and executive education will require open-heart surgery—aimed at shifting focus open-heart surgery—aimed at shifting focus from finance and marketing to human from finance and marketing to human resource development.) To deal with the resource development.) To deal with the most likely future employment scenarios, most likely future employment scenarios, leaders will need to be masters of the liberal leaders will need to be masters of the liberal arts—said arts are, again, the determinant of arts—said arts are, again, the determinant of responding to the emerging world.responding to the emerging world.

Tom’s TIB* #1:Tom’s TIB* #1: Your principal moral Your principal moral obligation as a leader is to obligation as a leader is to

develop the skillset, “soft” and develop the skillset, “soft” and “hard,” of every one of the “hard,” of every one of the

people in your charge (temporary people in your charge (temporary as well as semi-permanent) to as well as semi-permanent) to the maximum extent of your the maximum extent of your

abilities. The abilities. The good news: This is also thegood news: This is also the

#1 mid- to long-term … #1 mid- to long-term …

profit maximization strategy profit maximization strategy!!* * This I Believe (courtesy Bill Caudill)This I Believe (courtesy Bill Caudill)

APPENDIX TWOAPPENDIX TWO

Manifesto/Polemic:Manifesto/Polemic: Best Teacher Best Teacher Corps Wins!Corps Wins!

A discussion with friends in New Zealand led A discussion with friends in New Zealand led me to create a third summary document. An me to create a third summary document. An

evolving and radical new model of education is evolving and radical new model of education is discussed several times in the previous discussed several times in the previous

summary pieces. summary pieces. But I hadn’t tried to think But I hadn’t tried to think through, more or less in total, the specifics of through, more or less in total, the specifics of the education challenge.the education challenge. Again, in the spirit of Again, in the spirit of

trying to figure out what I think I think, the trying to figure out what I think I think, the following emerged … following emerged …

Manifesto/Polemic: Best Teacher Corps Wins!Manifesto/Polemic: Best Teacher Corps Wins!

““The best educated nations win.”The best educated nations win.”Or: “The best educated and most Or: “The best educated and most

entrepreneurial nations win.”entrepreneurial nations win.”

There is more to life than education.There is more to life than education.There is more to life than entrepreneurship.There is more to life than entrepreneurship.


Yet these two variables are increasingly Yet these two variables are increasingly important in the years ahead—and those years important in the years ahead—and those years

are rushing toward us at an unprecedented are rushing toward us at an unprecedented pace. In technology change, yesterday’s pace. In technology change, yesterday’s

decade is today’s two years—or less.decade is today’s two years—or less.

If these two variables are important, then it If these two variables are important, then it more or less follows that our teaching corps—more or less follows that our teaching corps—especially for the first 8 grades—are the most especially for the first 8 grades—are the most important members of our society. (Singapore important members of our society. (Singapore more or less—mainly more—believes this and more or less—mainly more—believes this and

acts upon it.)acts upon it.)


ImplicationImplication: : The very best and the very The very best and the very brightest and the most energetic and brightest and the most energetic and

enthusiastic and entrepreneurial and tech-enthusiastic and entrepreneurial and tech-savvy of our university graduates must—must, savvy of our university graduates must—must, not should—be lured into teaching.not should—be lured into teaching. (They need (They need

not stay for life—one would be happy with 5 years, not stay for life—one would be happy with 5 years, ecstatic with 10.) ecstatic with 10.)

In the USA and other nations (many if not most if not In the USA and other nations (many if not most if not almost all), the variables set out above and associated almost all), the variables set out above and associated

with excellence in teaching required to meet the with excellence in teaching required to meet the challenges of 2020, let alone 2040, alas, do not challenges of 2020, let alone 2040, alas, do not

describe our fresh caught teachers. One could even describe our fresh caught teachers. One could even argue, stopping short of cynicism, that those variables argue, stopping short of cynicism, that those variables

are often the antithesis of the ones associated with are often the antithesis of the ones associated with those attracted to teaching today. This is simply those attracted to teaching today. This is simply

unacceptable in the face of the most likely scenarios for unacceptable in the face of the most likely scenarios for economic excellence—or, for that matter, survival.economic excellence—or, for that matter, survival.


(FYI: To reiterate one of the initial points—we must (FYI: To reiterate one of the initial points—we must attract instinctively entrepreneurial candidates—there attract instinctively entrepreneurial candidates—there are more of such candidates than one might imagine. are more of such candidates than one might imagine.

Attracting entrepreneurial candidates, of course, Attracting entrepreneurial candidates, of course, requires a system that is open to change and which requires a system that is open to change and which celebrates rather than condemns rebels. Concerning celebrates rather than condemns rebels. Concerning

the proclivity or fitness for entrepreneurial adventures, the proclivity or fitness for entrepreneurial adventures, Nobel Prize winner Muhammad Yunus put it this way: Nobel Prize winner Muhammad Yunus put it this way:

“All human beings are entrepreneurs. When we were in “All human beings are entrepreneurs. When we were in the caves we were all self-employed . . . finding our the caves we were all self-employed . . . finding our food, feeding ourselves. That’s where human history food, feeding ourselves. That’s where human history began . . . As civilization came we suppressed it. We began . . . As civilization came we suppressed it. We

became labor because they stamped us, ‘You are labor.’ became labor because they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.” Bottom line: We forgot that we are entrepreneurs.” Bottom line:

Super-genes are not required to foretell entrepreneurialSuper-genes are not required to foretell entrepreneurial—the millions upon millions converting to —the millions upon millions converting to

entrepreneurial ventures courtesy the Web are more or entrepreneurial ventures courtesy the Web are more or less proof of Yunus’ assertion.)less proof of Yunus’ assertion.)


Finding and educating these new-criteria Finding and educating these new-criteria teachers requires a revolution in both content teachers requires a revolution in both content

and the incentive structure needed toand the incentive structure needed to attract the best of the best—and to induce attract the best of the best—and to induce

them to experiment boldly once aboardthem to experiment boldly once aboard the education train.the education train.

(FYI: Re content, there is a school of thought prevalent (FYI: Re content, there is a school of thought prevalent in the USA which demands an immediate curricular shift in the USA which demands an immediate curricular shift toward “STEM”—science, technology, engineering and toward “STEM”—science, technology, engineering and mathematics. To be sure, o harm done, lots to applaud. mathematics. To be sure, o harm done, lots to applaud. However, Rhode Island School of Design President John However, Rhode Island School of Design President John

Maeda recommends instead “STEMaeda recommends instead “STEAAM”—science, M”—science, technology, engineering, the arts and mathematics. His technology, engineering, the arts and mathematics. His argument is based upon an assessment of future bases argument is based upon an assessment of future bases

of competitive advantage as computers make vast of competitive advantage as computers make vast inroads to existing jobs; the concept arguably—or, in inroads to existing jobs; the concept arguably—or, in

my opinion, inarguably—makes a great deal of sense.)my opinion, inarguably—makes a great deal of sense.)


This necessary revolution in teacher This necessary revolution in teacher inducement and development, no matter the inducement and development, no matter the

urgency assigned, will not happen overnight—urgency assigned, will not happen overnight—or in the next five years, even if one and all, or in the next five years, even if one and all,

including teachers’ unions, agreed on the including teachers’ unions, agreed on the premises above.premises above.


In the meantime, we cannot wait …In the meantime, we cannot wait …

Our universities today do turn out magnificent Our universities today do turn out magnificent “products” who can meet the specs above and “products” who can meet the specs above and

de facto launch the education revolution—de facto launch the education revolution—today. We must immediately move to today. We must immediately move to

unmistakably and with governmental approval unmistakably and with governmental approval and towering private sector contributions bag and towering private sector contributions bag

these candidates as they march out of the these candidates as they march out of the graduation auditorium with their spanking graduation auditorium with their spanking

new degrees.new degrees.


(FYI: In my opinion, the impact of the new technologies (FYI: In my opinion, the impact of the new technologies is such that we need a very young teachers corps—one is such that we need a very young teachers corps—one that has the demographics of the Facebook or Twitter that has the demographics of the Facebook or Twitter new-hire corps. Assertion: With rare exceptions, older new-hire corps. Assertion: With rare exceptions, older

teachers—35+??—will have the devil’s own time teachers—35+??—will have the devil’s own time identifying with the experiences of the students who identifying with the experiences of the students who walk into their classrooms, circa 2020—and, for that walk into their classrooms, circa 2020—and, for that

matter, circa 2013. And the devil’s own time embracing matter, circa 2013. And the devil’s own time embracing new “upside down” approaches to teaching. For new “upside down” approaches to teaching. For

example, as many forward thinkers have said, the example, as many forward thinkers have said, the teacher must in effect partner with rather than dictate teacher must in effect partner with rather than dictate

to students who in many ways are more technically to students who in many ways are more technically qualified than they are; and partner with students in qualified than they are; and partner with students in

ventures that de facto foreshadow a penchant for ventures that de facto foreshadow a penchant for entrepreneurship.)entrepreneurship.)


Role models needed: Role models needed: Teach For AmericaTeach For America is an example is an example of an approach that appears to provide a semblance of of an approach that appears to provide a semblance of a road map for others. It is hardly “the answer” to this a road map for others. It is hardly “the answer” to this

“save the nation” need. But it does provide an “save the nation” need. But it does provide an exceptionally worthwhile and tested case—both its exceptionally worthwhile and tested case—both its

successes and failures, the latter of which illustrate the successes and failures, the latter of which illustrate the pushback that this entrepreneurial approach induces in, pushback that this entrepreneurial approach induces in,

at least, the USA. Teach For America, however, is at least, the USA. Teach For America, however, is almost proof positive that, under the right almost proof positive that, under the right

circumstances, the very circumstances, the very best and the very brightest from leading institutions best and the very brightest from leading institutions

can be attracted in numbers to at least a stint as can be attracted in numbers to at least a stint as educators; this proven attraction predates the 2007++ educators; this proven attraction predates the 2007++ crash, so it cannot be written off as merely a responsecrash, so it cannot be written off as merely a response

to a lousy job market for graduates. (Teach For to a lousy job market for graduates. (Teach For America is but one example. In particular, courtesy America is but one example. In particular, courtesy

charter schools among other efforts, a plethora of de charter schools among other efforts, a plethora of de facto experiments are in train in the USA.)facto experiments are in train in the USA.)

long tom peters’ re-imagine excellence ! hr indiana indianapolis/27 august 2014

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