The Challenge: To Create More Value in All Negotiations

The Challenge: To Create More Value in All Negotiations

Excellence 2019 Tom Peters Auckland Business School/AIM Western Australia Auckland/Perth/February-March 2019 (This presentation/10+ years of presentation slides at tompeters.com; also see our annotated 23-part Monster-Master at excellencenow.com) Dr. D.A. Henderson, who led the international effort to eradicate smallpox, was asked what he wanted to eradicate next.

His answer Source: Sabin Vaccine Institute Dr. D.A. Henderson, who led the international effort to eradicate smallpox, was asked what he wanted to eradicate next. Bad management. His answer: Source: Sabin Vaccine Institute

GOOD MANAGEMENT: THE HUMAN ELEMENT BUSINESS HAS TO GIVE PEOPLE ENRICHING, REWARDING LIVES OR ITS SIMPLY NOT WORTH DOING. Richard Branson #1/4,096 ( ) THE ROLE OF THE DIRECTOR IS TO CREATE A SPACE WHERE THE ACTORS AND ACTRESSES CAN BECOME MORE THAN THEY HAVE EVER

BEEN BEFORE, MORE THAN THEY HAVE EVER DREAMED OF BEING. Robert Altman, Oscar acceptance speech [BUSINESS HAS THE] RESPONSIBILITY TO INCREASE THE SUM OF HUMAN WELL-BEING. Mihaly Csikszentmihalyi, Good Business CHAPTER TITLES: ENOUGH. Too Much Cost, Not Enough Value Too Much Speculation, Not Enough Investment Too Much Complexity, Not Enough Simplicity Too Much Counting, Not Enough Trust Too Much Business Conduct, Not Enough

Professional Conduct Too Much Salesmanship, Not Enough Stewardship Too Much Focus on Things, Not Enough Focus on Commitment Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values Too Much Success, Not Enough Character Source: Enough, by Jack Bogle, founder, Vanguard Funds EXCELLENCE 2019

THRIVING AMIDST THE TECH TSUNAMI/ EXTREME EMPLOYEE ENGAGEMENT/ EXTREME HUMANIZATION Tom Peters Auckland Business School/AIM Western Australia Auckland/Perth/February-March 2019 tompeters.com; also see our annotated 23-part Monster-Master at excellencenow.com) (This presentation/10+ years of presentation slides at

CONRAD HILTON, at a gala celebrating his career, was called to the podium and What were the most important lessons you learned in your long and distinguished career? His answer asked, Remember

to tuck the shower curtain inside the bathtub. You get em in the door with location, location, locationand gorgeous appointments. You keep em coming back* with the tucked in shower curtain.** *Profit rarely/never comes from transaction #1; it is a byproduct of transaction #2, #3, #4

**And tucked in shower curtains come via a respected/ engaged housekeeping team E-X-E-C-U-T-I-O-N: THE ALL-IMPORTANT LAST 95% In real life, strategy is actually very straightforward. Pick a general direction and implement

like hell. Jack Welch Amateurs talk about strategy. Professionals talk about logistics. General Omar Bradley, commander of American troops/D-Day When assessing candidates, the first thing I looked for was energy and Does

she talk about the thrill of getting things done, the obstacles overcome, the role her people played or does she keep enthusiasm for execution. wandering back to strategy or philosophy? Larry Bossidy, Execution FIRST THINGS BEFORE FIRST THINGS

FIRST THINGS BEFORE FIRST THINGS I 37 YEARS/6 WORDS HARD IS SOFT. SOFT IS HARD. 37 Years/6 Words Hard (numbers/plans) is Soft. Soft (relationships/culture) is Hard. SOFT)

GOOGLE GETS A ( SURPRISE I Project Oxygen (data from founding in 1998 shocked everyone by concluding that, among the eight most important qualities of Googles top employees, STEM (Science, Technology, Engineering, and Mathematics) expertise comes in dead last. The seven top characteristics of success at Google are all SOFT

SKILLS: being a good coach; communicating and to 2013] listening well; possessing insights into others (including others different values and points of view); having empathy toward and being supportive of ones colleagues; being a good critical thinker and problem solver; and being able to make connections across complex ideas. Those traits sound more like what one gains as an English or theater major than as a programmer. Source: Valerie Strauss, The surprising thing Google learned about its employeesand what it

means for todays students (Washington (Washington Post, Post, 20 December 2017) SOFT) A SURPRISE II GOOGLE GETS ( Project Aristotle [2017] further supports the importance of soft skills even in high-tech environments. Project Aristotle analyzes data on inventive and productive teams. Google takes pride in its A-teams, assembled with top

scientists, each with the most specialized knowledge and able to throw down one cutting-edge idea after another. Its data analysis revealed, however, that the companys most important and productive ideas come from B-teams comprised of employees that dont always have to be the smartest people in the room. Project Aristotle shows that that the best teams at Google exhibit a range of soft skills: equality, generosity, curiosity toward the ideas of your teammates, empathy and emotional intelligence. And topping the list: emotional safety. No bullying. Source: Valerie Strauss, The surprising thing Google learned about its employees

and what it means for todays students (Washington (Washington Post, Post, 20 December 2017) The Hard-Edge-First Logic Far too many companies invest too little time and money in their soft-edge excellence. The three main reasons for this mistake are: 1. The hard edge is easier to quantify. 2. Successful hard-edge investment provides a faster return on investment

3. CEOs, CFOs, chief operating officers, boards of directors, and shareholders speak the language of finance. finance. The Soft Edge: Where Great Companies Find Lasting Success , Rich Karlgaard Source: Soft-Edge Advantages 1. Soft-edge strengths lead to greater brand recognition, higher profit margins, [It] is the ticket out of Commodityville.

2. Companies strong in the soft edge are better prepared to survive a big strategic mistake or cataclysmic disruption 3. Hard-edge strength is absolutely necessary to compete, but it provides only a fleeting advantage. Source: The Soft Edge, Rich Karlgaard My first book, In Search of Excellence,

can be summarized in six words: Hard is soft. Soft is hard. My next fifteen books can be summarized in six words: Hard is soft. Soft is hard. My seventeenth book, The Excellence Dividend, published in April 2018, can be summarized in six words: Hard is soft. Soft is hard.

FIRST THINGS BEFORE FIRST THINGS II COST CUTTING IS A DEATH SPIRAL: THE COMMERCE BANK/ METRO BANK SAGA Commerce Bank/Metro Bank Dogma WE WANT IN

THEM OUR STORES. Source: Vernon Hill, Fans! Not Customers. How to Create Growth Companies in a No Growth World Commerce Bank/Metro Bank: Get Em Away From the ATM and smart Phone and Into the Branches [Stores]: 7X. 7:30A-8:00P. Fri/12A.

7:30AM = 7:15AM. 8:00PM = 8:15PM. Source: Vernon Hill, Fans! Not Customers YESBANK: When we had a processing problem with MasterCard, it came to our attention that a customer couldnt pay for their airline SHE PUT THE CUSTOMERS

FLIGHTS ON HER PERSONAL CREDIT CARD SO THAT THE CUSTOMER COULD STILL TAKE ADVANTAGE OF A [time-sensitive] GOOD DEAL, and later flights. A Metro Bank team member stepped in. with their permission, of coursetransferred the money from their account. Source: Fans! Not Customers. How to Create Growth Companies in a No Growth World, Vernon Hill 2,0000,000

17,000 8.6 2,000,000 Dog Biscuits +17,000 New Jobs $8,600,000,000 Price Tag Commerce Bank/Metro Bank Dogma COST CUTTING IS A DEATH SPIRAL. OUR WHOLE STORY IS GROWING REVENUE. ARE YOU GOING TO COST CUT

YOUR WAY TO PROSPERITY? or ARE YOU GOING TO SPEND YOUR WAY TO PROSPERITY? OVER-INVEST IN OUR PEOPLE, OVER-INVEST IN OUR FACILITIES. Source: Vernon Hill, Fans! Not Customers. How to Create Growth Companies in a No Growth World Michael Raynor and Mumtaz Ahmed: THE THREE RULES: How Exceptional Companies Think*

BETTER BEFORE CHEAPER. REVENUE BEFORE COST. 3. THERE ARE NO OTHER RULES. 1. 2. (*5-year study/Deloitte: From a database of over 25,000 companies from hundreds of industries covering 45 years, the authors uncovered 344 companies that qualified as statistically exceptional, and finally winnowed the list to 27 firms, including Thomas & Betts, Weis Markets, Hartland Express.)

Jeff Colvin, Fortune: The Economy Is Scary But Smart Companies Can Dominate They manage for VALUEnot for EPS. They get RADICALLY CUSTOMER-CENTRIC. They keep DEVELOPING HUMAN CAPITAL. THRIVING IN AN AI-MAD WORLD EXTREME HUMANIZATION The Excellence Dividends poster child: Commerce Bank/Metro Bank

The human touch can prevail circa 2019! [Thrill customers (Fans) and create good jobs and earn big bucks and embarrass the tech-gaga/cost-cutting-obsessed/shortterm-shareholder-value-maximizing narrowminded-job-and-sustainability-destroyers.] PUTTING PEOPLE (REALLY) FIRST The Excellence Dividend Book Tour 2018*

[*Time & Time (& Time) Again] Tom, you always talk a lot about people. Interviewer: Me: What the f*** else is there to talk about?

PUTTING PEOPLE (REALLY) FIRST Business has to give people enriching, rewarding lives or its simply not worth doing. Richard Branson (#1/4,096) [Business has the] responsibility to increase the sum total of human well-being . Mihaly Csikszentmihalyi, Good Business The role of the Director is to create a space where the actors and actresses can become more than they have ever been before, more than they have ever dreamed

of being. Robert Altman, Oscar acceptance speech You have to treat your employees like customers. Herb Kelleher, asked what was his secret to success If you want staff to give great service, give great service to staff. Ari Weinzweig, Zingermans What employees experience, customers will. the best marketing is happy, engaged employees. your customers will never be any happier than your employees. John DiJulius, The Customer Service Revolution Business was originated to produce happiness, not pile up millions .

B.C. FORBES, FORBES, 1917/first issue/Forbes issue/Forbes Business has to give people enriching, rewarding lives or its simply not worth doing. doing. Richard Branson (#1/4,096) [Business has the] responsibility to increase the sum total of human well-being. well-being. Mihaly Csikszentmihalyi, Good Business The role of the Director is to

create a space where the actors and actresses can become more than they have ever been before, more than they have ever dreamed of being. Robert Altman, Oscar acceptance speech You have to treat your employees like customers. customers. Herb Kelleher, asked what was his secret to success If you want staff to give great service, give great service to staff.

staff. Ari Weinzweig, Zingermans What employees experience, customers will. the best marketing is happy, engaged employees. your customers will never be any happier than your employees. employees. John DiJulius, The Customer Service Revolution Business was originated to produce happiness, not pile up millions. millions. issue/Forbes issue/Forbes

B.C. FORBES, FORBES, 1917/first Business has to give people enriching, rewarding lives or its simply not worth doing. Richard Branson (#1/4,096) [Business has the] responsibility to increase the sum total of human well-being. Mihaly Csikszentmihalyi, Good Business The role of the Director is to create a space where the actors and actresses can become more than they have ever been before, more than they have ever dreamed of being. Robert Altman, Oscar acceptance speech

You have to treat your employees like customers. Herb Kelleher, asked what was his secret to success If you want staff to give great service, give great service to staff. Ari Weinzweig, Zingermans What employees experience, customers will. the best marketing is happy, engaged employees. your customers will never be any happier than your employees. John DiJulius, The Customer Service Revolution Business was originated to produce happiness, not pile up millions . B.C. FORBES,

FORBES, 1917/first issue/Forbes issue/Forbes Business has to give people enriching, rewarding lives or its simply not worth doing. Richard Branson (#1/4,096) [Business has the] responsibility to increase the sum total of human well-being . Mihaly Csikszentmihalyi, Good Business The role of the Director is to create a space where the actors and actresses can become more than they have ever been before, more than they have ever dreamed of being. Robert Altman, Oscar acceptance speech You have to treat your employees like customers. Herb Kelleher, asked about his secret to success

If you want staff to give great service, give great service to staff. Ari Weinzweig, Zingermans What employees experience, customers will. the best marketing is happy, engaged employees. Your customers will never be any happier than your employees. employees. John DiJulius, The Customer Service Revolution Business was originated to produce happiness, not pile up millions . B.C. FORBES, FORBES, 1917/first issue/Forbes issue/Forbes

Business has to give people enriching, rewarding lives or its simply not worth doing. Richard Branson (#1/4,096) [Business has the] responsibility to increase the sum total of human well-being . Mihaly Csikszentmihalyi, Good Business The role of the Director is to create a space where the actors and actresses can become more than they have ever been before, more than they have ever dreamed of being. Robert Altman, Oscar acceptance speech You have to treat your employees like customers. Herb Kelleher, asked about his secret to success If you want staff to give great service, give great service to staff.

Ari Weinzweig, Zingermans What employees experience, customers will. the best marketing is happy, engaged employees. Your customers will never be any happier than your employees. John DiJulius, The Customer Service Revolution Business was originated to produce happiness, not pile up millions . B.C. FORBES,

FORBES, 1917/first issue/Forbes issue/Forbes Business has to give people enriching, rewarding lives or its simply not worth doing. Richard Branson (#1/4,096) #1/4,096) [Business has the] responsibility to increase the sum total of human well-being. Mihaly Csikszentmihalyi, Good Business The role of the Director is to create a space where the actors and actresses can become more than they have ever been before, more than they have ever dreamed of being. Robert Altman, Oscar acceptance speech

You have to treat your employees like customers. Herb Kelleher, asked for his secret to success If you want staff to give great service, give great service to staff. Ari Weinzweig, Zingermans What employees experience, customers will. the best marketing is happy, engaged employees. your customers will never be any happier than your employees. John DiJulius, The Customer Service Revolution Business was originated to produce happiness, not pile up millions. B.C. FORBES, FORBES, 1917/first issue/Forbes

issue/Forbes THE DREAM MANAGER by Matthew Kelly AN ORGANIZATION CAN ONLY BECOME THEBEST-VERSION-OF-ITSELF TO THE EXTENT THAT THE PEOPLE WHO DRIVE THAT ORGANIZATION ARE STRIVING TO BECOME BETTER-VERSIONSOF-THEMSELVES. A companys purpose is to become the-best-version-of-itself. The question is: What is an employees purpose? Most would say, to help the company achieve its purposeBUT THEY WOULD BE WRONG. That is certainly part of the employees role, but an employees

primary purpose is to become the-best-version-of-himself or herself. When a company forgets that it exists to serve customers, it quickly goes out of business. OUR EMPLOYEES ARE OUR FIRST CUSTOMERS, AND OUR MOST IMPORTANT CUSTOMERS. Profit Through Putting People (REALLY) First Business Book Club Nice Companies Finish First: Why Cutthroat Management Is Overand Collaboration Is In, by Peter Shankman with Karen Kelly Uncontainable: How Passion, Commitment, and Conscious Capitalism Built a Business Where Everyone Thrives, by Kip Tindell, CEO Container Store

Conscious Capitalism: Liberating the Heroic Spirit of Business, by John Mackey, CEO Whole Foods, and Raj Sisodia Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, by Raj Sisodia, Jag Sheth, and David Wolfe The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits, by Zeynep Ton, MIT Small Giants: Companies That Choose to Be Great Instead of Big, by Bo Burlingham Joy at Work: A Revolutionary Approach to Fun on the Job, by Dennis Bakke, former CEO, AES Corporation Joy, Inc.: How We Built a Workplace People Love, by Richard Sheridan, CEO Menlo Innovations Its Your Ship: Management Techniques from the Best Damn Ship in the Navy, by Mike Abrashoff, former commander, USS Benfold

Turn This Ship Around; How to Create Leadership at Every Level, by L. David Marquet, former commander, SSN Santa Fe Employees First, Customers Second: Turning Conventional Management Upside Down, by Vineet Nayar, CEO, HCL Technologies Patients Come Second: Leading Change By Changing the Way You Lead by Paul Spiegelman & Britt Berrett The Customer Comes Second: Put Your People First and Watch Em Kick Butt, by Hal Rosenbluth, former CEO, Rosenbluth International Hidden Champions: Success Strategies of Unknown World Market Leaders, Leaders, by Hermann Simon Retail Superstars: Inside the 25 Best Independent Stores in America,

America, by George Whalin The Dream Manager, by Matthew Kelly The Soft Edge: Where Great Companies Find Lasting Success, by Rich Karlgaard, publisher, Forbes Delivering Happiness: A Path to Profits, Profits, by Tony Hsieh, Zappos Camellia: A Very Different Company Fans, Not Customers: How to Create Growth Companies in a No Growth World, World, by Vernon Hill Like a Virgin: Secrets They Wont Teach You at Business School, School, by Richard Branson

PUTTING PEOPLE (REALLY) FIRST: WHERE IT CANT BE DONE 1996-2014/Fortune: Just twelve companies have been among the 100 best companies to work for in the USA every year, for all 18 years of the lists existence. Along the way, theyve added; 341,567 new jobs, or job growth of +172%: Publix* Whole Foods*

Wegmans* Nordstrom* Cisco Systems Marriott* REI* Goldman Sachs Four Seasons* SAS Institute W.L. Gore TDIndustries

! *7/12/the majority in businesses where it (long-term satisfied, well-compensated employees) cant be done; retail, hospitality, etc. Source: Fortune/ The 100 Best Companies to Work For/0315.15 7/12: (Only) ONE THING IN COMMON

They take generous care of their part-timers. At some of the companies on the list, the share of part-timers is low. But among the seven (of twelve) that are in industries like hotels and retail, the numbers are sky high. Whole Foods, for example, had 27,000 part-timers at the time the list was published, Nordstrom had 30,000and Publix had a staggering 100,000. The most important commonality among the twelve is that they all offer part-timers healthcare benefits. And most give parttimers paid time off for sick days, holidays, etc. Nordstrom parttimers, for example, have 19 paid days off, Marriotts have 18 paid days off, and REIs have 12. Other examples of treating part-timers as

full-time members of the family include Publixs [again] policy of making part-timers eligible for employee stock ownership plans that fund retirement savings. Source: Fortune/ The 100 Best Companies to Work Contrary to conventional corporate thinking, treating retail workers much better may make everyone [including their employers) much richer.

Source: The Good Jobs Strategy, by M.I.T. professor Zeynep Ton HIRING: Listening. Caring. Smiling. Saying Thank you. Being Warm. Nice. Empathetic. Better people. We. 1/7,500

May I help you down the jetway We look for ... listening, caring, smiling, saying Thank you, being warm. Colleen Barrett, former President, Southwest Airlines

The ultimate filter we use [in the hiring process] is that we only hire NICE people. When we finish assessing skills, we do something called running the gauntlet. We have them interact with 15 or 20 people, and everyone of them have what I call a blackball vote, which means they can say if we I believe in culture so strongly and that one bad apple can

spoil the bunch. There are enough really talented people should not hire that person. out there who are nice, you dont really need to put up with people who act like jerks. Peter Miller, CEO Optinose (pharmaceuticals) When we talk about the qualities we want in people, EMPATHY is a big one. If you can empathize with people, then you can do a good job. If you have no ability to empathize, then its difficult to help people improve. Everything

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

Observed closely during Mayo Clinic employment interviews (for renowned surgeons as well as others): The frequency of use of I or We .

Source: Leonard Berry & Kent Seltman, chapter 6, Hiring for Values, Management Lessons From Mayo Clinic I am hundreds of times better here [than in my prior hospital assignment] because of the support system. Its like you were working in an organism; you are not a

single cell when you are out there practicing. quote from Dr. Nina Schwenk, in Chapter 3, Practicing Team Medicine, from Leonard Berry & Kent Seltman, Management Lessons From Mayo Clinic HIRING: USE THESE WORDS! Listening. Caring. Smiling. Saying Thank you. Being Warm. Nice. Empathetic. Better people. We.

the most important aspect of business and yet remains woefully misunderstood. In short, hiring is Source: Wall Street Journal, 10.29.08, review of Who: The A Method for Hiring, Geoff Smart and Randy Street Quiet

We live with a value system that I call the Extrovert Idealthe omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to doubt. We think that we value individuality, but all too often we admire one type of individual Introversion is now a second-class personality The Extrovert Ideal has been documented in many studies. Talkative people, for example, are rated as smarter, better looking, more interesting, and more desirable as friends. Velocity of speech counts as well as volume: We rank fast talkers

as more competent and likeable than slow ones. But we make a grave mistake to embrace the Extrovert Ideal so unthinkingly. As the science journalist trait. Winifred Gallagher writes, The glory of the disposition that stops to consider stimuli rather than rushing to engage with them is its long association with intellectual and artistic achievement. Neither E = mc squared or Paradise Lost was dashed off by a party animal. Even in less obviously introverted occupations, like finance, politics, and activism, some of the greatest leaps forward were made by introverts figures like Eleanor Roosevelt, Warren Buffett and Gandhi achieved what they did not in spite of but because of their introversion.

Susan Cain, Quiet: The Power of Introverts in a World That Cant Stop Talking The next time you see a person with a composed face and a soft voice, remember that inside her mind she might be solving an equation, composing a sonnet, designing a hat. She might, that is, be deploying the power of quiet. Susan Cain,

Quiet: The Power of Introverts in a World That Cant Stop Talking TRAINING = INVESTMENT 1! # If you don't believe that training is INVESTMENT #1, ask an admiral, general, police chief, fire

chief, orchestra conductor, football coach, archery coach, movie director, actor (age 22 or 62), prima ballerina, surgeon, ER or ICU chief or nurse, nuclear power plant operator ... (or me). (Train em and theyll leave. Or TRAIN PEOPLE WELL ENOUGH SO THEY CAN LEAVE, TREAT THEM WELL ENOUGH SO THEY DONT WANT TO. Richard Branson) Gamblin Man >> 5 of 10 CEOs see

training as expense rather than investment. Bet #2: >> 5 of 10 CEOs see training as defense rather than offense. Bet #3: >> 5 of 10 CEOs see training as necessary evil rather than strategic opportunity. Bet #1: >> 8 of 10 CEOs, in 45-min

tour dhorizon of their biz, would NOT mention training. Bet #4: Step #1 Is your CTO/Chief Training Officer (Do you even have a CTO?) your top paid

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

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

If people/talent first and hyper-intense continuous training are laughably obviously for them, why not you? Your (boss) job is (much) safer if every one of your team members has and is following an Boss & RPD: RPD/Radical Personal Development. Actively

support one and all! Train em and theyll leave. Or TRAIN PEOPLE WELL ENOUGH SO THEY CAN LEAVE,

TREAT THEM WELL ENOUGH SO THEY DONT WANT TO. Richard Branson EVALUATING (One Size Fits One) (53 = 53) 53 = 53* different

*53 people = 53 ( ) evaluation criteria NOT People are Standardized. Evaluations should NOT be standardized.

EVER. PROMOTING = LEGACY Promotion Decisions 2 per Year = Legacy life and death decisions Source: Peter Drucker, The Practice of Management #1

ASSET ST 1 -LINE LEADERS If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. IF HE LOST HIS SERGEANTS IT WOULD BE A CATASTROPHE. The Army and the Navy are fully aware that

success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness? Employee retention & satisfaction: Overwhelmingly based on the first-line manager! Marcus Buckingham/Curt Coffman, First, Break All the Rules People leave

managers not companies. Dave Wheeler Front-line Chiefs : (Full Complement of) Principal determinants of enterprise productivity.

Principal determinants of employee retention. Principal determinants of product/ service quality. Principal carriers/embodiments of corporate culture. Principal visible spear carriers for Excellence. (Or not.) Principal champions/enablers of sustained employee development. !

WOMEN RULE AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure TITLE/Special Report/BusinessWeek

Women are rated higher in fully 16 12 of the competencies that go into outstanding leadership. And two of the traits where women outscored men to the highest

degree taking initiative and driving for results have long been thought of as particularly male strengths. Harvard Business Review/2017 Research [by McKinsey & Co.] suggests that to succeed, start by promoting women. Nicholas Kristof/New York Times Research suggests that to succeed, start by promoting women.

[by McKinsey & Co.] Nicholas Kristof, Twitter, Women, and Power, NYTimes In my experience, women make much better executives than men. Kip Tindell, CEO, Container Store For One (BIG) Thing McKinsey & Company found that the international companies with more women on their corporate

boards far outperformed the average company in return on equity and other measures. Operating profit was 56% higher. Source: Nicholas Kristof, Twitter, Women, and Power, NYTimes, NYTimes, 1024.13 Womens Strengths Match New

Economy Imperatives: Link [rather than rank] workers; favor interactivecollaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multidimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity.

Source: Judy B. Rosener, Americas Competitive Secret: Women Managers Womens Negotiating Strengths *Ability to put themselves in their counterparts shoes *Comprehensive, attentive and detailed communication style *Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude

*Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Source: Horacio Falcao, Cover story/May 2006, World Business, Say It Like a Woman: Why the 21st-century negotiator will need the female touch PORTRAIT OF A FEMALE INVESTOR 1. Trade less than men do 2. Exhibit less overconfidencemore likely to know what they dont know 3. Shun risk more than male investors do

4. Less optimistic, more realistic than their male counterparts 5. Put in more time and effort researching possible investmentsconsider details and alternate points of view 6. More immune to peer pressuretend to make decisions the same way regardless of whos watching 7. Learn from their mistakes 8. Have less testosterone than men do, making them less willing to take extreme risks, which, in turn, could lead to less extreme market cycles Warren Buffett Invests Like a Girl: And

Why You Should Too, Louann Lofton, Chapter 2, The Science Behind the Source: Girl PEOPLE (REALLY) FIRST: THE #1 MORAL IMPERATIVE Almost half of U.S. jobs are at high risk of computerization over the next 20 years, according to Oxford academics Carl Benedikt Frey and

Michael A. Osborne. CNBC, 9 March 2016 The intellectual talents of highly trained professionals are no more protected from automation than is the drivers left turn. Nicholas Carr, The Glass Cage: Automation and Us 70%, 85%, 87%* = Shame on Us!! *% of people who dislike their job, are not engaged

at work, unhappy, sleepwalking, etc. (These numbers are extraordinarily consistent around the world .) [Business has the] responsibility to increase the sum of human well-being. Mihaly Csikszentmihalyi, Good Business Given/Axiomatic THERE IS NO EXCUSE FOR NOT

MAKING ANY ORGANIZATION OF ANY SIZE IN ANY BUSINESS A GREAT PLACE TO WORK EVERY LEADER/2019 HAS A MORAL OBLIGATION TO DEVELOP PEOPLE SO THAT WHEN THEY LEAVE THEY ARE BETTER PREPARED FOR (CRAZY) TOMORROW THAN THEY WERE WHEN THEY ARRIVED. It may sound radical, unconventional, and bordering on being a crazy business idea. Howeveras ridiculous

as it soundsjoy is the core belief of our workplace. Joy is the reason my company, Menlo Innovations, a customer software design and development firm in Ann Arbor, exists. It defines what we do and how we do it. It is the single shared belief of our entire team. Richard Sheridan, Joy, Inc.:

How We Built a Workplace People Love [FYI: Sheridan has followed up (12/18) with CHIEF JOY OFFICER: Elevate Human Energy and Eliminate Fear] MANAGING: AS A PAIN IN THE ASS. Somebodys got to do it; punching bag for higher ups on one end, grouchy employees on the other; blame magnet if things go wrong, big bosses abscond with the credit if things go right. MANAGING: AS THE PINNACLE OF HUMAN ACHIEVEMENT. The greatest life opportunity one can have (literally); mid- to long-term

success is no more and no less than a function of ones dedication to and effectiveness at helping team members grow and flourish as individuals and as contributing members to an energetic, self-renewing organization dedicated to the relentless pursuit of Excellence. Excellence Les Wexner: FROM FASHION TRENDS GURU TO JOY FROM PICKING/ DEVELOPING PEOPLE!* *Limited Brands founder Les Wexner queried on astounding

(>>Jack Welch) longterm growth & profitability: It happened, he said, I got as excited about developing people because as he had been about predicting fashion trends in his early years. 2019/CORPORATE MANDATE

#1: Your principal moral obligation as a leader is to develop the skillset, soft and hard, of every one of the people in your charge (temporary as well as semipermanent) to the maximum extent of your abilities. The bonus: This is also the #1 mid- to long-term profit maximization strategy! THE LAST WORD:

PEOPLE SERVING PEOPLE SERVING PEOPLE NOT human resources. People are NOT our #1 asset. People are Business IS

IS people. Business people (leaders) serving people (employees) serving people (customers). No matter what the situation, [the great managers] first response is always to think about the individual concerned and how things can be arranged to help that

individual experience success. Marcus Buckingham, The One Thing You Need to Know PEOPLE FIRST: E-CUBED EXTREME EMPLOYEE ENGAGEMENT Extreme Employee Engagement/EEE/E-cubed Extreme Employee Engagement/EEE maximizes

the quality of customer engagement. EEE maximizes customer retention. EEE turns customers into fans. EEE makes it safe to take risks and make mistakeswhich in turn generates and maximizes innovation at all levels of the organization. EEE radically improves individual and organizational learning. EEE underpins and spurs teamwork. EEE enhances co-operation and communication which in turn increases productivity and quality.

EEE reduces friction throughout the organization which dramatically improves allimportant cross-functional communication and innovation and efficiency associated therewith. EEE improves the quality of joint ventures. EEE dramatically improves execution. EEE is the best defense against the AI tsunami and by and large makes AI a partner/ally rather than enemy. EEE spurs humanization of everythingwhich is by and large not copy-able by AI in the foreseeable future. EEE reduces turnover and stabilizes the work

force. EEE makes it possible to recruit top talent. EEE means top employees are far more likely to stay with the organization. EEE improves the reputation of the company as viewed by all stakeholders. EEE improves community relations. EEE is a contribution to humanity EEE makes coming to work a pleasurenot a pain. EEE is the only sane and honorable response to the forthcoming radical changes in the global

workplace. EEE makes it possible for leaders to look in the mirror without barfing. EEE makes it possible for leaders to look in the mirror and smile. EEE is hard to copy. EEE is Competitive Advantage #1 EEE is the bedrock of EXCELLENCE. (No EEE, no excellence. That simple.) EEE (beancounters take note!!) is a peerless/the best/sustainable profitmaximization tool. EEE makes consistent wage and benefits

growth possible. EEE = $$$$/Money (lots of) in the bank for one and all. CULTURE IS THE GAME CULTURE EATS STRATEGY FOR BREAKFAST CULTURE EATS STRATEGY FOR BREAKFAST Ed Schein If I could have chosen not to tackle the IBM culture head-on,

I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people Yet I came to see in my time at IBM that culture isnt just one aspect of the game is very, very hard. IT IS THE GAME.

Lou Gerstner, Who Says Elephants Cant Dance Starbucks had become operationally driven, about efficiency as opposed to the romance. Wed lost the soul of the company. Howard Schultz on Starbucks problems which caused him to reclaim the CEO job (Shultz calls his association with Starbucks a love story. FYI: Subsequent to Schultzs return, Starbucks has indeed gotten its mojo back!)

Whats remarkable is how fast a culture can be torn apart. top 3M scientist (3Ms Innovation Crisis: How Six Sigma Almost Smothered Its Idea Culture, Cover story, BusinessWeek) CULTURE/CEO JOB #1 /THE RULES: CULTURE COMES FIRST. CULTURE IS EXCEEDINGLY DIFFICULT TO CHANGE. CULURE CHANGE CANNOT BE/MUST NOT BE EVADED OR AVOIDED.

CULTURE MAINTENANCE IS ABOUT AS DIFFICULT AS CULTURE CHANGE. CULTURE MAINTENANCE: ONE DAY/ONE HOUR/ ONE MINUTE AT A TIME. CULTURE CHANGE/MAINTENANCE MUST BECOME A CONSCIOUS/PERMANENT/PERSONAL AGENDA ITEM. CULTURE CHANGE = AN OUTSIDE-THE OFFICE JOB = MBWA/MANAGING BY WANDERING AROUND. CULTURE CHANGE/MAINTENANCE IS MANIFEST IN THE LITTLE THINGS FAR MORE THAN IN THE BIG THINGS. REPEAT/CULTURE CHANGE/MAINTENANCE: ONE DAY/ONE HOUR/ONE MINUTE AT A TIME. FOREVER.

AND EVER. INNOVATION: WTTMSW+ INNOVATION: WTTMSW WTTMSW* *Whoever Tries The Most Stuff Wins WE HAVE A

STRATEGIC PLAN. ITS CALLED DOING THINGS. Herb Kelleher We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, were already on prototype

#5 . #10. It gets back to version By the time our rivals are ready with wires and screws, we are on version planning versus acting: We act from day one; others plan how to planfor months. Bloomberg by Bloomberg

READY. FIRE! AIM. H. Ross Perot (vs Aim! Aim! Aim!/EDS vs GM/1985) BEDROCK: A CULTURE OF SERIOUS PLAY You cant be a serious innovator unless and until you are ready, willing and

able to seriously play. SERIOUS PLAY is not an oxymoron; it is the essence of innovation. Michael Schrage, Serious Play Fail. Forward. Fast. High

Tech CEO, Pennsylvania Fail faster. Succeed sooner. David Kelley/IDEO REWARD excellent failures. PUNISH mediocre successes. Phil Daniels, Sydney exec WTTMSASTMSUTFW* *Whoever Tries The Most Stuff And Screws The Most Stuff Up The Fastest Wins

EXPERIMENT FEARLESSLY Source: BusinessWeek, Type A Organization Strategies: How to Hit a Moving TargetTACTIC #1 RELENTLESS TRIAL AND ERROR Source: Wall Street Journal, CORNERSTONE of effective approach to rebalancing company portfolios in the face of changing and uncertain global economic conditions

1. 2. 3. 4. 5. 6. 7. 8. A Bias for Action Close to the Customer

Autonomy and Entrepreneurship Productivity Through People Hands On, Value-Driven Stick to the Knitting Simple Form, Lean Staff Simultaneous Loose-Tight Properties Bach The difference between and his forgotten peers isnt necessarily that he had a better ratio of hits to misses. The difference is that the mediocre might have a dozen ideas, while Bach, in his lifetime,

created more than a thousand fullfledged musical compositions. A genius is a genius, psychologist Paul Simonton maintains, because he can put together such a staggering number of insights, ideas, theories, random observations, and unexpected connections that he almost inevitably ends up with something great. Quality, Simonton writes, is a probabilistic function

of quantity. * Malcolm Gladwell, Creation Myth, New Yorker _________________________________________________________________________________________________________________________ *Dr. Joe Murray, to TP, on winning a Nobel prize in medicine for the 1st successful organ transplant: We did more procedures. WE ARE WHAT WE EAT. WE ARE WHO WE

HANG OUT WITH. You will become like the five people you associate with the mostthis can be either a blessing or a curse. Billy Cox Diversity: IT IS HARDLY POSSIBLE TO OVERRATE THE VALUE OF PLACING

HUMAN BEINGS IN CONTACT WITH PERSONS DIS-SIMILAR TO THEMSELVES, AND WITH MODES OF THOUGHT AND ACTION UNLIKE THOSE WITH WHICH THEY ARE FAMILIAR. SUCH COMMUNICATION HAS ALWAYS BEEN, AND IS PECULIARLY IN THE PRESENT AGE, ONE OF THE PRIMARY SOURCES OF PROGRESS. John Stuart Mill (1806-1873) The We are what we eat/ We are who we hang out with

every !!! Axiom: At its core, ( ) relationship-partnership decision (employee, vendor, customer, etc., strategic etc.) is a

decision about: Innovate, Yes or No Whos the most interesting person youve met in the last 90 days? How do I get in touch with them? Fred Smith

THE BOTTLENECK IS AT THE Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma TOP OF THE BOTTLE Gary Hamel/Harvard Business Review Diversity: Board of Directors 2019 Consider a 10-person Board of Directors fit for 2019. Here are

my compositional rules (categories not mutually exclusive)*: At least two members under 30 At least four women One IT/data analytics superstar One designer One or two entrepreneurs (and a VC?) One person with a weird background artist, musician, shaman, etc. No more than two over 60 No more than three with MBAs (*Partial inspiration: W. Ross Ashbys Law of Requisite Variety. The

diversity of the board should roughly match the diversity of the context/environment.) REMEMBER: McKinsey & Company found that the international companies with more women on their corporate boards far outperformed the average company in return on equity and other measures. Operating profit was 56%

higher. Source: Nicholas Kristof, Twitter, Women, and Power, NYTimes, NYTimes, 1024.13 VALUE-ADDED STRATEGIES VALUE-ADDED #1

STRATEGY : DESIGN I/ EXTREME HUMANIZATION DESIGN triumphs! (10 August 2011) APPLE market cap > ExxonMobil We dont have a good language to talk

about this kind of thing. In most peoples vocabularies, design means veneer. But to me, nothing could be further from DESIGN IS THE FUNDAMENTAL SOUL OF A MAN-MADE CREATION. the meaning of design. Steve Jobs

Huge degree of care. Apple design: Ian Parker, New Yorker, 23 March 2015, on Apple design chief Jony Ives Steve and Jony would discuss corners for hours

and hours. Laurene Powell Jobs EPIC SCREWS WITH DEEPER MEANING [Nest founder Tony Fadell] admitted, Every business school in the world would flunk you if you came out with a business plan that said, Oh, by the way, were going to design and fabricate our own screws at an ex ponentially BUT THESE ARENT JUST SCREWS. LIKE THE THERMOMETER ITSELF,

THEYRE BETTER SCREWS, EPIC SCREWS, SCREWS WITH, DARE I SAY IT, DEEPER MEANING. Functionally, higher cost than it would cost to buy them. they utilize a specific thread pattern that allows them to go into any surface, from wood to plaster to thin sheet metal. And the [custom] screwdriver feels balanced to the hand; it has the Nest logo on it and looks Nest-y, just like everything from Apple looks Apple-y. Rich Karlgaard, Karlgaard, The Soft Edge

MORE THAN APPLE: RACING SHELLS He said for him the craft of building a boat was like a religion. It wasnt enough to master the technical details of it. You had to give yourself up to it spiritually; you had to When you were done and walked away, you had to feel that you had left a piece of yourself behind in you forever, a bit of your heart. surrender yourself absolutely to it.

On the worlds premier racing shell builder, George Yeoman Pocock, in Daniel Brown, THE BOYS IN THE BOAT: Nine Americans and Their Epic Quest for Gold at the 1936 Berlin Olympics Extreme Humanization Radical Humanization EXTREME HUMANIZATION/RADICAL HUMANIZATION Epigraph/The Excellence Dividend/THE TRIUMPH OF HUMANITY Janet Dugan, a healthcare architect, took inspiration from her recent experience having an MRI [Magnetic Resonance Image] scan. While she was lying still and waiting, she noticed a small mirror that had been placed below the head support piece. It was angled so that she could

see through the barrel to the radiology technician and make eye contact with him. What a small thing, she told me. And yet what a difference it made. I felt less alone. I was connected to another person at the very moment I needed support. And even though Im not claustrophobic, it calmed me some to be able to see out of the barrel I [saw] that the technician was friendly and that the nurse went out of her way to make me laugh. I firmly believe in the power of design to contribute to the healing processthat architecture can shape events But that day, in that experience, the thing that really gave me comfort was a tiny mirror about as big as a Band-Aid.

and transform lives. Tim Leberecht, The Business Romantic: Give Everything, Quantify Nothing, and Create Something Greater Than Yourself EXTREME HUMANIZATION/ RADICAL HUMANIZTION (The Limits of AI???) It is fair to say that almost no new vehicle in recent memory has provoked more

smiles. review of the MINI Cooper S [reported in Donald Norman, Emotional Design: Why We Love (or Hate) Everyday Things] THE LIMITS OF ENGINEERING: MY EXPERIENCE PROBLEM Im having some (biggish) trouble with the experience marketing idea. The possible implication, as I see it, is that you can engineer an excellent experience. Certainly

an excellent experience has supportive systems lying beneath the surface. But when the systems rule the roost, the trouble starts. Experiences that stick are about emotional engagement. And emotional engagement is about intangibles, about artistry, about surprise, about those smiles the MINI Cooper S engenders. THE EXPERIENCE FETISH HAS, ALAS AND ALL TOO OFTEN, GONE METRIC. Metrics for this, metrics for that. Metrics metrics metrics. I recently went to my car dealership for a regular checkup. They did a fine and job. But no less than three times the service boss reminded me to fill out my on-line assessment of the visit

and asked me if he could do anything more that would improve my assessment. All the emotion was drained out of the experience in a flashthe whole experience was tainted and the emotion was drained therefrom. . SUGGESTION For every engineer and marketer on the Experience Design & Development Team, you need an artist, psychologist, musician,

theater directorand perhaps a shaman. Design is everything. Everything is design. We are all designers. Design mindedness pervades (EVERYTHING) * The reception area * The restrooms!!

* Dialogues at the call center * Every electronic (or paper) form * Every business process map * * * * * * * * * *

* Every email Every meeting agenda/setting/etc. Every square meter of every facility Every new product proposal Every manual Every customer contact A consideration in every promotion decision The presence and ubiquity of an Aesthetic sensibility/ Design mindfulness An encompassing design review process of

everything Etc. Etc. Typically, design is a vertical stripe in the chain of events in a products delivery. [At Apple, its] a long, horizontal stripe, where design is part of every conversation.

As a marketing executive, I view business as one of the greatest adventures of the human enterpriseif not the greatest. But I am not just a businessman: I am also an unapologetic romantic. I believe the world would be a better place if we had more romance in our lives. I believe that promise trumps fulfillment. I believe that emotion eats reason for breakfast. I am not a daydreamer, idealist, or social activist. I am a business romantic.

Tim Lebrecht, The Business Romantic: Give Everything, Quantify Nothing, and Create Something Greater Than Yourself With its carefully conceived mix of colors and textures, aromas and music, STARBUCKS is more indicative of our Age of Aesthetics

era than the iMac. It is to the what Age of Convenience or Ford was to the Age of Mass Production the touchstone success story, the exemplar of the aesthetic imperative. Every Starbucks store is carefully designed to enhance the quality of everything the customers see, touch, hear, smell or taste, McDonalds was to the

writes CEO Howard Schultz. Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness READ! STUDY! *Emotional Design: Why We Love (or Hate) Everyday Things, by Donald Norman *Enchantment: The Art of Changing Heart, Minds, and Actions, by Guy Kawasaki *Lovemarks: The Future Beyond Brands,

by Kevin Roberts *The Business Romantic: Give Everything, Quantify Nothing, and Create 10 AUGUST 2011/APPLE>EXXON We dont have a good language to talk about this kind of thing. In most peoples vocabularies, design means veneer. But to me, nothing could be further from the meaning of design. DESIGN IS THE FUNDAMENTAL SOUL OF A MAN-MADE CREATION. Steve Jobs

STEVE AND JONY WOULD DISCUSS CORNERS FOR HOURS AND HOURS. Laurene Powell Jobs Every business school in the world would flunk you if you came out with a business plan that said, Oh, by the way, were going to design and fabricate our own screws at an exponentially higher cost than it would cost to buy them. BUT THESE ARENT JUST SCREWS. LIKE THE THERMOMETER ITSELF, THEYRE BETTER SCREWS, EPIC SCREWS, SCREWS WITH, DARE I SAY IT, DEEPER MEANING. Tony Fadell, Nest It is fair to say that almost NO NEW VEHICLE IN RECENT

MEMORY HAS PROVOKED MORE SMILES. review of the MINI Cooper S, reported in Donald Norman, Emotional Design: Why We Love (or Hate) Everyday Things VALUE-ADDED DESIGN II TGRs (Things Gone Right)

Customers describing their service experience as superior: 8% Companies describing the service experience they provide as superior: 80%

Bain & Company survey of 362 companies Source: , reported in John DiJulius, What's the Secret to Providing a World-class Customer Experience? TGRs>>TGWs (Dealing With the 8%-80% Travesty) May I help you down the

jetway. 1/7,500: SMALL >>>>> BIG Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. Henry Clay "Let's not forget that small emotions are the great captains of our lives." van Gogh

TGRs *Perfectly furled hose *Owner on the street *Over the (brutal) hill *Prizeworthy stone driveway sculpture *Shoveling the walk *Inflating the beach toy *Hi Tom The local plumber or electrician does not provide a commodity service

if he/she knows their job if he/she is learning new tricks all the time if he/she has a good disposition if he/she shows up on time if he/she is neatly dressed if he/she has s spiffy truck if he/she fixes the problem in an elegant and timely fashionand clearly explains what was done and why it was done this way or that if he/she cleans up so that after the fact the client could eat off the jobsite floor if he/she volunteers to do a few tiny tasks outside the one at hand gratis

if he/she calls (call = phone, not email) 24 hours later to make sure all is well if, perhaps, he/she creates a blog with occasional posts featuring practical tips for his clientele; for example, a tiny Virginia swimming pool company became a literal best-in-world following such a socialmedia strategy if etc., etc. He/she aint a commodity!! I call such de-commoditization and relentless pursuit of EXCELLENCE TGRs on Steroids

Big carts = 1.5X Source: Walmart Las Vegas Casino/2X/$B SLIGHTLY CURVED When Friedman the right angle of an entrance

corridor to one property, he was amazed at the percentage who entered increased from ONE-THIRD TWO-THIRDS. TO NEARLY Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas (1) Amenable to rapid experimentation/failure is

free (no bad PR, just a few $$) (2) Quick to implement/ Quick to Roll out (3) Inexpensive to implement/Roll out (4) Huge multiplier (5) Product of an Attitude (Culture of Serious Play) VALUE-ADDED SERVICES ADDED

Rolls-Royce now earns MORE from tasks such as managing clients overall procurement strategies and maintaining aerospace engines it sells than it does from making them. Economist PS UPS

U to Its all about solutions. We talk with customers about how to run better, stronger, cheaper supply chains. We have 1,000 engineers who work

with customers Bob Stoffel, UPS senior exec UPS = United Problem Solvers* *Service mark I. LAN Installation Co. II. Geek Squad. (3% local market share) (30% local market share with name change.)

III. Acquired by Best Buy. IV. GS FLAGSHIP OF BEST BUYs WHOLESALE SOLUTIONS STRATEGY MAKEOVER. The local plumber or electrician does not provide a commodity service if he/she knows their job if he/she is learning new tricks all the time if he/she has a good disposition if he/she shows up on time if he/she is neatly dressed

if he/she has s spiffy truck if he/she fixes the problem in an elegant and timely fashionand clearly explains what was done and why it was done this way or that if he/she cleans up so that after the fact the client could eat off the jobsite floor if he/she volunteers to do a few tiny tasks outside the one at hand gratis if he/she calls (call = phone, not email) 24 hours later to make sure all is well if, perhaps, he/she creates a blog with occasional posts featuring practical tips for his clientele; for example, a tiny Virginia swimming pool company became a literal best-in-world following such a

socialmedia strategy if etc., etc. He/she aint a commodity!! I call such de-commoditization and relentless pursuit of EXCELLENCE Era #1/Obvious Value: Our it works, is delivered on time (Close the sale) Era #2/Augmented Value: How our it can add valuea useful it

(Solve) Era #3/Complex Value Networks: How our system can change you and deliver BUSINESS ADVANTAGE (Culture-Strategic change) Source: Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale The Professional Service Firm50: Fifty Ways to Transform Your Department into a Professional Service Firm Whose Trademarks are Passion and Innovation!

Training Inc. , a 14- person business unit* in a 50person HR department in a $200M division in a $3B corporationaiming for Excellence & WOW & Transformational (Internal & External) Client Support! *PSF/ Professional Service Firm (See my

Professional Service Firm 50: Fifty Ways to Transform Your Department Into A Professional Service Firm Whose Trademarks Are Passion and Innovation.) Big Idea: Corporation as MEGA-PSF * *I.e., a de facto collection of professional

service firms alignedand integratedto create value for customers and their ecosystems. Rolls-Royce now earns MORE from tasks such as managing clients overall procurement strategies and maintaining aerospace engines it sells than it does from making them. Economist

UPS to UPS/ United Problem Solvers VALUE-ADDED SOCIAL BUSINESS Welcome to the Age of Social Media The customer is in complete control of communication. What used to be word of mouth is now word

of mouse. You are either creating brand ambassadors or brand terrorists doing brand assassination. It takes 20 years to build a reputation and 5 minutes to ruin it. Source: John DiJulius, The Customer Service Revolution I would rather engage in a Twitter conversation with a

single customer than see our company attempt to attract the attention of millions in a coveted Super Bowl commercial. Why? Because having people discuss your brand directly with you, actually connecting one-to-one, is far more valuablenot to mention far cheaper!. Consumers want to discuss what they like, the companies they support, and the organizations and leaders they resent. They want a community. They want to be heard. [I]f we engage employees, customers, and prospective customers in meaningful dialogue about their lives, challenges, interests, and concerns, we can build a community of trust, loyalty, andpossibly over timehelp them become

advocates and champions for the brand. Tangerine Peter Aceto, CEO, (from the Foreword to A World Gone Social, by Ted Coine & Mark Babbit) (FYI: See Peter Acetos book Weology.) Going Social: Location and Size Independent Today, despite the fact that were just a little swimming pool company in Virginia, we have the most trafficked swimming pool website in the world. Five years ago, if youd asked me and my business partners what we do,

the answer would have been simple, We build in-ground We are the best teachers in the world on the fiberglass swimming pools. Now we say, subject of fiberglass swimming pools, and we also happen to build them. Jay Baer, Youtility: Why Smart Marketing Is About Help, Not Hype 11 Rules for Creating Value in the Social Era

1. Connections create value. 2. Power in community. 3. Collaboration > Control. 4. Celebrate onlyness (the uniqueness of every person). 5. Allow all talent. 6. Consumers become co-creators. 7. Mistakes can build trust. 8. Learn. Unlearn. (Repeat.) 9. Bank on openness. 10. Social purpose unleashes ownership. 11. (There are no answers.)

Nilofer Merchant, 11 Rules for Creating Value in the Social Era SM More Powerful Than Nuclear ??? Weapons The Perfect Weapon: War, Sabotage, and Fear in the Cyber Age David Sanger LikeWar: The Weaponization of Social Media P.W. Singer and

Emerson Brooking War in 140 Characters: How Social Media Is Reshaping Conflict in the Twenty-First Century David Patrikarakos VALUE-ADDED WOMENS (ENORMOUS) MARKET Women are

THE majority market Fara Warner/The Power of the Purse Forget CHINA, INDIA and the INTERNET: Economic Growth Is Driven by WOMEN. Headline, Economist W > 2X (C + I) = $28,000,000,000,000 Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as

$28 TRILLION in the next five years. Their $13 trillion in total IN AGGREGATE, WOMEN REPRESENT A GROWTH MARKET BIGGER THAN CHINA AND INDIA COMBINEDMORE THAN TWICE AS BIG IN FACT. yearly earnings could reach $18 trillion in the same period . Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just thateven ones that are confidant that they have a winning strategy when it comes to women. Michael Silverstein and Kate Sayre, The Female Economy, HBR

$22 Trillion in Assets Will Shift to Women by 2020 The Street and Investment News (Full title of the article: $22 Trillion in Assets Will Shift to Women by 2020: Why Men Need to Watch Out) THE TRANSACTION MODEL Selling to men:

Selling to Women: THE RELATIONAL MODEL Source: Selling to Men, Selling to Women, Jeffery Tobias Halter Editorial/Men: Tables, rankings. Editorial/Women: Narratives that cohere and stir the imagination.* **

*Editor-in-Chief, Redwood Publications (UK) ** High Point: Imagine the lathe that could have turned that [table] leg! vs. This will go well with grandmas sideboard. Purchasing Patterns Harder to convince; more loyal once convinced. Women: Men:

Snap decision; fickle. Source: Martha Barletta, Marketing to Women Women dont buy They join them. brands.

Faith Popcorn, EVEolution Can you pass the Squint test ? Some Suggested Reading **Marketing to Women: How to Increase Your Share of the Worlds Largest Market, by Martha Barletta **The Power of the Purse: How Smart Businesses Are Adapting to the Worlds Most Important Consumers, by Fara Warner

**Why She Buys: The New Strategy for Reaching the Worlds Most Powerful Consumers, by Bridget Brennan (Key word: Worldthis applies literally everywhere) **What Women Want: The Global Market Turns Female Friendly, by Paco Underhill **The Soccer Mom Myth: Todays Female Consumer, Who She Really Is, Why She Really Buys, by Michele Miller and Holly Buchanan **Influence: How Womens Soaring Economic Power Will Transform Our World for the Better, by

Maddy Dychtwald **The Female Brain, by Louann Brizendine, M.D. VALUE-ADDED OLDIES (ENORMOUS) MARKET 7/13 [email protected]: PEOPLE TURNING 50 TODAY HAVE

MORE THAN HALF OF THEIR ADULT LIFE AHEAD OF THEM. 50+: IGNITING A REVOLUTION TO REINVENT AMERICA Bill Novelli, Age Power will rule the 21 century,

and we are woefully unprepared. st Ken Dychtwald, Age Power: How the 21st Century Will Be Ruled by the New Old The 50%-10% Gap 44-65: NEW CUSTOMER MAJORITY Source: Ageless Marketing, David Wolfe & Robert Snyder

Marketers attempts at reaching those over 50 have been miserably No markets motivations and needs are so poorly understood. unsuccessful.

Peter Francese, founding publisher, American Demographics Baby-boomer Women: The Sweetest of Sweet Spots for Marketers David Wolfe and Robert Snyder, Ageless Marketing >50 50% spending 10% marketing

budgets NOT an Initiative. STRATEGIC Wholesale realignment. Marketers and Oldies (and Women): STUPID! STUPID!

STUPID! STUPID! STUPID! LOSERS AND WINNERS AND THE WINNERS ARENT/ARE I am often asked by

would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for myself? The answer seems obvious Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for myself? The answer seems

BUY A VERY LARGE ONE AND JUST WAIT. obvious: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back

40 years for 1,000 U.S. companies. They found that NONE of the long-term survivors managed to outperform the market. Worse,

the longer companies had been in the database, the worse they did. Financial Times When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs Investment Policy Committee, IM SURE THERE ARE SUCCESS STORIES OUT THERE, BUT AT THIS MOMENT I DRAW A

BLANK. answered: Mark Sirower, The Synergy Trap THE MULTINATIONAL COMPANY IS IN TROUBLE Multinational companies, the agents behind global integration, were in retreat well before the populist revolt of 2016. Their financial performance has slipped so that they are no longer outstripping local firms. Many seem to have exhausted their ability to cut costs and taxes and to out-think their local

competitors. Central to the rise of the global firm was its claim to be a superior moneymaking machine. That claim lies in tatters. Source: The Economist (28 January 2017/cover story): The Multinational Company Is in Trouble Joseph Bower (and Lynn Paine) on the globally destructive perils of maximizing shareholder value and failing to manage for the long term:

The Error at the Heart of Corporate Leadership Managing for the long term: Long>>>Short Revenue Earnings per share Profit Market capitalization Job creation Source: HBR/May-June 2017/COVER AND THE

WINNERS ARENT/ARE SME MASTERS OF EXCELLENCE Jim Penman Jims Group Jungle Jim Bonaminio Jungle Jims International Market Vernon Hill

Commerce Bank/Metro Bank Jims Mowing Canada Jims Mowing UK Jims Antennas Jims Bookkeeping Jims Building Maintenance Jims Carpet Cleaning Jims Car Cleaning Jims Computer Services Jims Dog Wash Jims Driving School

Jims Fencing Jims Floors Jims Painting Jims Paving Jims Pergolas [gazebos] Jims Pool Care Jims Pressure Cleaning Jims Roofing Jims Security Doors Jims Trees Jims Window Cleaning Jims Windscreens Source: Jim Penman, What Will They Franchise Next? The Story of Jims Group

Retail Superstars: Inside the 25 Best Independent Stores in America by George Whalin JUNGLE JIMS INTERNATIONAL MARKET, FAIRFIELD, OH: An adventure in what Jungle Jim calls shoppertainment

1,600 12,000 $8-$8,000 4,000 in the parking lot and goes on to 1,400 cheeses and varieties of hot saucenot to mention

wines priced from this is brought to you by a bottle; all vendors. Customers from every corner of the globe. Source:

begins George Whalin, Retail Superstars: Inside the 25 Best Independent Stores in America JUNGLE JIMS/Shoppertainment: The props can also be a bit bizarre. Two mens and womens Porta Potties situated in the front area of the store look as though they belong on a construction site rather than in a food store. But they are false fronts, and once through the doors, customers find themselves in beautifully appointed restrooms. These creative facilities were recognized as

AMERICAS BEST RESTROOM in the Sixth Annual competition sponsored by Cintas Corporation, a supplier of restroom cleaning and hygiene products. BE THE BEST. ITS THE ONLY MARKET THATS NOT CROWDED. MITTELSTAND*

*agile creatures darting between the legs of the multinational monsters (Bloomberg BusinessWeek) BusinessWeek) Hidden Champions* of the 21st Century: Success Secrets of Unknown World Market Leaders/ Hermann Simon (*1, 2, or 3 in world market; <$4B; low public awareness) Baader (Iceland/80% fishprocessing systems) Gallagher (NZ/electric fences)

W.E.T. (heated car seat tech) Gerriets (theater curtains and stage equipment) Electro-Nite (sensors for the steel industry) Essel Propack (India/tooth paste tubes) SGS (product auditing and certification) DELO (specialty adhesives) Amorim (Portugal/cork products)

EOS (laser sintering) Beluga (heavy-lift shipping) Omicron (tunnel-grid microscopy) Universo (wristwatch hands) Dickson Constant (technical textiles) O.C. Tanner (employee recognition/$400M) Hoeganaes (powder metallurgy supplies)

Wicked problems The local plumber or electrician does not provide a commodity service if he/she knows their job if he/she is learning new tricks all the time if he/she has a good disposition if he/she shows up on time if he/she is neatly dressed if he/she has s spiffy truck if he/she fixes the problem in an elegant and timely fashionand clearly

explains what was done and why it was done this way or that if he/she cleans up so that after the fact the client could eat off the jobsite floor if he/she volunteers to do a few tiny tasks outside the one at hand gratis if he/she calls (call = phone, not email) 24 hours later to make sure all is well if, perhaps, he/she creates a blog with occasional posts featuring practical tips for his clientele; for example, a tiny Virginia swimming pool company became a literal best-in-world following such a socialmedia strategy if etc., etc.

He/she aint a commodity!! I call such de-commoditization and relentless pursuit of EXCELLENCE A FEW LEADERSHIP TIPS MBWA MBWA (Managing

By Wandering Around) Im always stopping by our stores at least 25 a week. Im also in other

places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up as much as I can. Howard Schultz Source: Fortune, Secrets of Greatness Golden Bay (NZ) Revelation You do MBWA because its !

FUN Tom, you left out the #1 thing Leaders enjoy leading! ! 50%

Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up in fighting the fires of the moment That they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, Let me put it bluntly: every leader should routinely keep a substantial portion of his or her time I would say as much as free up your time, stay focused on what really matters.

50% un -scheduled. Only when you have substantial slop in your scheduleunscheduled timewill you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers typical response to my argument about Yet we waste so much time in unproductive activityit takes an enormous effort on the part of the leader to keep free time for the truly important things. free time is, Thats all well and good, but there are things I have to do.

Dov Frohman , Leadership The Hard Way (Chapter 5, The Soft Skills Of Hard Leadership) ! LUNCH XFX = #1* *Cross-Functional Excellence/Key #1 to Implementation & Innovation LUNCH > SAP/

ORACLE The 220 Rule* NEVER WASTE A LUNCH! *Measure it! Loser: Hes such a suck-up!

Winner: Hes such a suck-down. Success doesnt depend on the number of people you know; it depends on the number of people you know in high

places! or Success doesnt depend on the number of people you know; it depends on the number of people you know in low places!

Personal relationships are the fertile soil from which all advancement, success, all all achievement in Real life grow. Ben Stein

ENTERPRISE CORE VALUE 1 # The doctor interrupts after 18 Source: Jerome Groopman, How Doctors Think 18

seconds!* *Are you an 18-second manager? (An obsession of with) Listening is ... the ultimate mark Respect

. Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... the heart and soul of Engagement. the heart and soul of Kindness. the heart and soul of Thoughtfulness.

the basis for true Collaboration. the basis for true Partnership. a Team Sport. a Developable Individual Skill.* (*Though women Listening is ... Listening is ... Listening is ... Listening is ... the basis for Community. the bedrock of Joint Ventures that work. the bedrock of Joint Ventures that grow.

the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of are far better at it than men.) organization effectiveness.) Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ...

Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... the engine of superior EXECUTION.

the key to making the Sale. the key to Keeping the Customers Business. Service. the engine of Network development. the engine of Network maintenance. the engine of Network expansion. Social Networkings secret weapon. Learning. the sine qua non of Renewal. the sine qua non of Creativity. the sine qua non of Innovation. the core of taking diverse opinions aboard. Strategy.

Source #1 of Value-added. Differentiator #1. Profitable.* (*The R.O.I. from listening is higher than from any other single activity.) Listening is the bedrock which underpins a Commitment to EXCELLENCE! Core Value #1: We are Suggested Enterprise Effective Listenerswe treat

LISTENING EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth. Part ONE: LISTEN* (pp11-116, of 364) *The key to every one of our (eight) leadership attributes was the vital importance of a leaders

ability to listen. (One of Bransons personal keys to listening is notetakinghe has hundreds of notebooks.) Source: Richard Branson, The Virgin Way: How to Listen, Learn, Laugh, and Lead ! ACKNOWLEDGEMENT The deepest principle in human nature is the

craving to be appreciated. William James Employees who don't feel significant rarely make significant contributions. Mark Sanborn THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION

WHAT DO YOU THINK? ARE Source: courtesy Dave Wheeler, posted at tompeters.com LITTLE >>> BIG* (*Again!!!) 30,000 HANDWRITTEN THANK YOU

NOTES to employees during the CEO Doug Conant sent 10 years (approx 15/work day) he ran Campbell Soup. Source: Bloomberg BusinessWeek

What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change STRENGTHS VS. WEAKNESSES A man should never

be promoted to a managerial position if his vision focuses on peoples weaknesses rather than on their strengths. Peter Drucker, The Practice of Management THE LEADER IS TO 100%

BLAME OF THE TIME! The problem with communication is the illusion that it has been accomplished. George Bernard Shaw Leaders: Communications

failure 100%* *Your fault ! THE RULE OF 14 14 = 14 SLOW

! DOWN Speed. NOT Excellence Thinking Culture Listening Relationships

STRATEGIC ACTIVITIESTHAT UNDERPIN BOTH PERSONAL AND ORGANIZATIONAL SUCCESS AND EXCELLENCE WHICH CANNOT BE ACCOMPLISHED IN A FLASH: *BUILDING/MAINTAINING RELATIONSHIPS take time. *RECRUITING ALLIES TO YOUR CAUSE takes time. *BUILDING/MAINTAINING A HIGH-PERFORMANCE CULTURE takes time. *READING/STUDYING take time. *FIERCE/AGGRESSIVE LISTENING takes (lots of!) time. *PRACTICE & PREP FOR ANYTHING & EVERYTHING takes time. *MBWA/MANAGING BY WANDERING AROUND takes time. *SLACK IN YOUR SCHEDULE takes time. *HIRING/EVALUATING/PROMOTING take time.

*THOUGHTFULNESS/INSTINCTIVE SMALL GESTURES (SMALL>>BIG) take time. *EXTREME HUMANIZATION/RADICAL HUMANIZATION takes time. *GAMECHANGING DESIGN (spending hours and hours discussing corners) takes time. *YOUR NEXT EMAIL takes time. *THE LAST 1% OF ANY TASK OR PROJECT takes time. *E-X-C-E-L-L-E-N-C-E takes time!!! If I had to #1

pick the failing of CEOs, its that If I had to pick the #1 failing of CEOs, its that they dont read enough. EXCELLENCE

EXCELLENCE = THE NEXT FIVE MINUTES EXCELLENCE is not a long-term "aspiration. EXCELLENCE is the ultimate shortterm strategy. EXCELLENCE is THE NEXT 5

MINUTES.* (*Or NOT.) EXCELLENCE is not an "aspiration." EXCELLENCE is THE NEXT FIVE MINUTES. EXCELLENCE is your next conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is shutting up and listeningreally listening. Or not. EXCELLENCE is your next 5-line email.

Or not. EXCELLENCE is saying Thank you for something small. Or not. EXCELLENCE is the next time you shoulder responsibility and apologize. Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is the flowers you brought to work today. Or not. EXCELLENCE is lending a hand to an outsider whos fallen behind schedule. Or not. EXCELLENCE is bothering to learn the way folks in finance (or IS or HR)

think. Or not. EXCELLENCE is waaay over-preparing for a 3-minute presentation. Or not. EXCELLENCE is turning insignificant tasks into models of EXCELLENCE. Or not. MODERATION. NOT. MANTRA 2019 AVOID

! MODERATION Kevin Roberts Credo 1. Ready. Fire! Aim. 2. 3. 4. 5. 6.

7. 8. 9. If it aint broke ... Break it! Hire crazies. Ask dumb questions. Pursue failure. Lead, follow ... or get out of the way! Spread confusion. Ditch your office. Read odd stuff.

10. AVOID MODERATION! EIGHTEEN NUMBER ONES The Excellence Dividend (in One Slide [Sorta]): THE EIGHTEEN NUMBER ONES

The Excellence Dividend: THE EIGHTEEN NUMBER ONES *Investment #1: TRAINING *Asset #1: PORTFOLIO OF FIRST-LINE MANAGERS *Core Value #1: LISTENING EXCELLENCE!!! *Job #1: ESTABLISHING/MAINTAINING 60/60/24/7/365 A CULTURE OF EXCELLENCE-BY-PUTTING-PEOPLE-REALLY-FIRST *Calling #1: LEADING IS A HUMAN-POTENTIAL-MAXIMIZATION ACTIVITYTHERE IS NO HIGHER CALLING. *Value-Added Strategy #1: DESIGN EXCELLENCE/RADICAL HUMANIZATION *Success Credo #1: ARE YOU GOING TO COST CUT YOUR WAY TO PROSPERITY? OR ARE YOU GOING TO SPEND YOUR WAY TO PROSPERITY? OVER-INVEST IN OUR PEOPLE, OVER-INVEST IN OUR FACILITIES. COST CUTTING IS A DEATH SPIRAL. OUR WHOLE STORY IS GROWING REVENUE. (Metro Bank/Commerce

Bank) *Organization Effectiveness/$$$$ Payoff #1: WOMEN BUY EVERYTHING. WOMEN HAVE ALL THE MONEY. WOMEN ARE BETTER LEADERS *Missed Opportunity #1: OLDIES/RICH, MEGA-NUMEROUS, IGNORED PLENTY OF TIME LEFT *Economic Cornerstone #1: SMEs RULE/BE THE BEST, ITS THE ONLY MARKET THATS NOT CROWDED *Innovation Strategy #1: WTTMSW/WHOEVER TRIES THE MOST STUFF WINS. WTTMS(ASTMSUTF)W/WHOEVER TRIES THE MOST STUFF (AND SCREWS THE MOST STUFF UP THE FASTEST) WINS *Personal Habit #1: READ. READ. READ. READ. READ. *Time Management Must #1: SLOW DOWN

*Making Things Happen Dictate #1: LUNCH!!! *Daily Activity #1: MBWA/MANAGING BY WANDERING AROUND *Commandment #1: EXCELLENCE IS THE NEXT FIVE MINUTES *Axiom #1: HARD (NUMBERS, PLANS, ORG CHARTS) IS SOFT. SOFT (RELATIONSHIPS, CULTURE, LISTENING, EXCELLENCE) IS HARD. The Excellence Dividend THE EIGHTEEN NUMBER ONES *Investment #1: TRAINING (Radical personal development for all = Moral Responsibility = Immeasurable longterm strategic-differentiation opportunity = $$$$$. 10X more important in the Age of AI.) *Asset #1: PORTFOLIO OF FIRST-LINE MANAGERS (Key #1 to employee productivity/retention/product-service quality/customer fan-hood. Selection/training/mentoring of 1st-line chiefs a strategic priority.) *Core Value #1: LISTENING EXCELLENCE!!! (Fierce listening/Aggressive listening to staff, outsiders. Note: Effective listening is timeconsuming/exhausting! Effective listening is train-able!) (Branson: Listening is Leadership Key #1.) *Obsession #1: EXECUTION/THE LAST 95% (Omar Bradley: Amateurs talk about strategy. Professionals talk about logistics. Fred Malek:

Execution is strategy. Conrad Hilton Secret #1: Dont forget to tuck the shower curtain into the bathtub.) *Job #1: ESTABLISHING/MAINTAINING 60/60/24/7/365 A CULTURE OF EXCELLENCE-BY-PUTTING-PEOPLE- REALLY-FIRST REALLY-FIRST (Plausible/Profitable/ Ennobling: No less than a joyful workplace!!!!/FYI: PEOPLE (REALLY] FIRST = CUSTOMERS FIRST = $$$$ = SOCIETAL CONTRIBUTION.) (Branson: Business has to give people enriching rewarding lives, or its not worth doing. DeJulius: Your customers will never be happier than your employees.) *Calling #1: LEADING IS A HUMAN-POTENTIAL-MAXIMIZATION ACTIVITYTHERE IS NO HIGHER CALLING. Any leader absolutely has the opportunity to dramatically affect the lives of thousandsfar more than any surgeon. *Value-Added Strategy #1: DESIGN EXCELLENCE/RADICAL HUMANIZATION (Apple: Steve and Jony spent hours discussing corners. Review of MINI Cooper S: No vehicle in recent memory has provoked more smiles./Metro Bank: A jillion little touches, e.g., dog biscuits, scintillating branches, and wonderfully welcoming staff./Healthcare: Human kindness in its delivery promotes healing./DesignX and RadHumanization by and large beyond the foreseeable reach of AI) (And (And a great-legacy.)

*Success Credo #1: ARE YOU GOING TO COST CUT YOUR WAY TO PROSPERITY? OR ARE YOU GOING TO SPEND YOUR WAY TO PROSPERITY? OVER-INVEST IN OUR PEOPLE, OVER-INVEST IN OUR FACILITIES. COST CUTTING IS A DEATH SPIRAL. OUR WHOLE STORY IS GROWING REVENUE. (Metro Bank/Commerce Bank mantra/hyper-contrarian consumer banking mega-success USA/UK.) *Organization Effectiveness/$$$$ Payoff #1: WOMEN BUY EVERYTHING (Consumer/ Commercial) WOMEN HAVE ALL THE MONEY (Another $22 trillion wealth transfer to women in the next 5 years) WOMEN ARE BETTER LEADERS (Solid research on this: E.g., F>M in 12 of 16 key leadership traits per Harvard Business Review/50-50 MF Boards = Plus 58% profitability per McKinsey. SO WHATS YOUR LEADERSHIP TEAM AND PRODUCT DEVELOPMENT TEAM F-M COMPOSITION????) *Missed Opportunity #1: OLDIES/RICH, MEGA-NUMEROUS, IGNOREDPLENTY OF TIME LEFT (People at 50 have more than half their adult life ahead of theme.g., Americans buy 13 cars in a lifetime, 7 after age 50. Household net worth 65 plus is 47X > 35 minus. Marketers attempts at reaching those over 50 have been miserably unsuccessful.) *Economic Cornerstone #1: SMEs RULE/BE THE BEST, ITS THE ONLY MARKET THATS NOT CROWDED (SMEs/Small and Medium-size Enterprises create the jobs, employ almost all of us, are the prime innovatorsevery economys backbone. Monster-size businesses cut costs, dump people over the side, underperform the market.)

*Innovation Strategy #1: WTTMSW/WHOEVER TRIES THE MOST STUFF WINS Extended: WTTMS(ASTMSUTF)W/WHOEVER TRIES THE MOST STUFF (AND SCREWS THE MOST STUFFUP THE FASTEST) WINS (Innovation guaranteed!!!/But guaranteed!!!/But requires supportive culture: Try it. NOW. Fail Forward. Fast Reward excellent failures. Punish mediocre successes. Wayne Gretzky: You miss 100% of the shots you never take.) *Personal Habit #1: READ. READ. READ. READ. READ. (Investor superstar: Not reading enough = CEO Deficit #1.) *Time Management Must #1: SLOW DOWN (All the important thingsrelationship building and maintenance, culture maintenance, aggressive listening, Excellencetake time, lots of.) *Making Things Happen Dictate #1: LUNCH!!! (The Sacred 225 At Bats = 225 Lunch Opportunities/Year = 225 Golden-Never-to-Be-Repeated Opportunities to meet new people, learn new things, establish and cement relationships up/down the organization and way beyond. LUNCH = NETWORKING OPPORTUNITY #1. Do NOT waste a single lunch opportunity/Keep score!) *Daily Activity #1: MBWA/MANAGING BY WANDERING AROUND (Daily. Daily = EVERY DAY. No excuses. Ever./And: If you dont LOVE doing regular MBWA, choose another career!!!) *Commandment #1: EXCELLENCE IS THE NEXT FIVE MINUTES (Excellence = ULTIMATE SHORT-TERM STRATEGY = Next email/Chance hallway

meeting/Saying Thank you for something small/Lending a helping hand for a half-hour when youre busy ) *Axiom #1: HARD (NUMBERS, PLANS, ORG CHARTS) IS SOFT. SOFT (RELATIONSHIPS, CULTURE, LISTENING, EXCELLENCE) IS HARD. Sustaining winners: THE MIS-NAMED SOFT STUFF COMES F-I-R-S-T!!!!!! The Excellence Dividend THE EIGHTEEN NUMBER ONES* *Investment #1: TRAINING (Radical personal development for all = Moral Responsibility = Immeasurable longterm strategic-differentiation opportunity = $$$$$. 10X more important in the Age of AI.) *Asset #1: PORTFOLIO OF FIRST-LINE MANAGERS (Key #1 to employee productivity/retention/product-service quality/

customer fan-hood. Selection/training/mentoring of 1st-line chiefs a strategic priority.) *Core Value #1: LISTENING EXCELLENCE!!! (Fierce listening/ Aggressive listening to staff, outsiders. Note: Effective listening is time-consuming/exhausting! Effective listening is train-able!) (Branson: Listening is Leadership Key #1.) *Obsession #1: EXECUTION/THE LAST 95% (General Omar Bradley: Amateurs talk about strategy. Professionals talk about logistics. Fred Malek: Execution is strategy. Conrad Hilton Secret #1: Dont forget to tuck the shower curtain into the bathtub.) *Okay, a single slide was unreadableherewith, larger type

The Excellence Dividend THE EIGHTEEN NUMBER ONES *Job #1: ESTABLISHING/MAINTAINING 60/60/24/7/365 A CULTURE OF EXCELLENCE-BY-PUTTING-PEOPLE-REALLY-FIRST (Plausible/ Profitable/Ennobling: No less than a joyful workplace!!!!/FYI: PEOPLE (REALLY] FIRST = CUSTOMERS FIRST = $$$$ = SOCIETAL CONTRIBUTION.) (Branson: Business has to give people enriching rewarding lives, or its not worth doing. DeJulius: Your customers will never be happier than your employees.) *Calling #1: LEADING IS A HUMAN-POTENTIAL-MAXIMIZATION ACTIVITYTHERE IS NO HIGHER CALLING. Any leader absolutely has

the opportunity to dramatically affect the lives of thousandsfar more than any surgeon. *Value-Added Strategy #1: DESIGN EXCELLENCE/RADICAL HUMANIZATION (Apple: Steve and Jony spent hours discussing corners. Review of MINI Cooper S: No vehicle in recent memory has provoked more smiles./Metro Bank: A jillion little touches, e.g., dog biscuits, scintillating branches, and wonderfully welcoming staff./Healthcare: Human kindness in its delivery promotes healing./DesignX and RadHumanization are by and large beyond the foreseeable reach of AI.) (And a great legacy.) The Excellence Dividend

THE EIGHTEEN NUMBER ONES *Success Credo #1: ARE YOU GOING TO COST CUT YOUR WAY TO PROSPERITY? OR ARE YOU GOING TO SPEND YOUR WAY TO PROSPERITY? OVER-INVEST IN OUR PEOPLE, OVER-INVEST IN OUR FACILITIES. COST CUTTING IS A DEATH SPIRAL. OUR WHOLE STORY IS GROWING REVENUE. (Metro Bank/Commerce Bank mantra/hyper-contrarian consumer banking mega-success USA/UK.) *Organization Effectiveness/$$$$ Payoff #1: WOMEN BUY EVERYTHING (Consumer/ Commercial) WOMEN HAVE ALL THE MONEY (Another $22 trillion wealth transfer to women in the next 5 years/USA) WOMEN ARE BETTER LEADERS (Solid research on this: E.g., F>M in 12 of 16 key leadership traits per Harvard Business

Review/50-50 MF Boards = Plus 58% profitability per McKinsey. SO WHATS YOUR LEADERSHIP TEAM AND PRODUCT DEVELOPMENT TEAM F-M COMPOSITION????) *Missed Opportunity #1: OLDIES/RICH, MEGA-NUMEROUS, IGNORED PLENTY OF TIME LEFT (People at 50 have more than half their adult life ahead of theme.g., Americans buy 13 cars in a lifetime, 7 after age 50. Household net worth 65 plus is 47X > 35 minus. Marketers attempts at reaching those over 50 have been miserably unsuccessful.) The Excellence Dividend THE EIGHTEEN NUMBER ONES

*Economic Cornerstone #1: SMEs RULE/BE THE BEST, ITS THE ONLY MARKET THATS NOT CROWDED (SMEs/Small and Mediumsize Enterprises create the jobs, employ almost all of us, are the prime innovatorsevery economys backbone. Monsters cut costs, dump people over the side, underperform the market.) *Innovation Strategy #1: WTTMSW/WHOEVER TRIES THE MOST STUFF WINS Extended: WTTMS(ASTMSUTF)W/WHOEVER TRIES THE MOST STUFF (AND SCREWS THE MOST STUFF UP THE FASTEST) WINS (Innovation guaranteed!!!/But requires supportive culture: Try it. NOW. Fail Forward. Fast. Reward excellent failures. Punish mediocre successes. Wayne Gretzky: You miss 100% of the shots you never take.) *Personal Habit #1: READ. READ. READ. READ. READ. (Investor superstar: Not reading enough = CEO Deficit #1.)

*Time Management Must #1: SLOW DOWN (All the important thingsrelationship building and maintenance, culture maintenance, aggressive listening, Excellencetake time, lots of.) The Excellence Dividend THE EIGHTEEN NUMBER ONES *Making Things Happen Dictate #1: LUNCH!!! (The Sacred 225 At Bats = 225 Lunch Opportunities/Year = 225 Golden-Never-to-BeRepeated Opportunities to meet new people, learn new things, establish and cement relationships up/down the organization and way beyond. LUNCH = NETWORKING OPPORTUNITY #1. Do NOT waste a single lunch opportunity/Keep score!) *Daily Activity #1: MBWA/MANAGING BY WANDERING AROUND

(Daily. Daily = EVERY DAY. No excuses. Ever./And: If you dont LOVE doing regular MBWA, choose another career!!!) *Commandment #1: EXCELLENCE IS THE NEXT FIVE MINUTES (Excellence = ULTIMATE SHORT-TERM STRATEGY = Next email/Chance hallway meeting/Saying Thank you for something small/Lending a helping hand for a half-hour when youre busy ) *Axiom #1: HARD (NUMBERS, PLANS, ORG CHARTS) IS SOFT. SOFT (RELATIONSHIPS, CULTURE, LISTENING,, EXCELLENCE) IS HARD. Sustaining winners: THE MISNAMED SOFT STUFF COMES F-I-R-S-T!!!!!!

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