the works chapter 4 (really) 1st things before 1st things

Tom Peters’Tom Peters’

EXCELLENCEEXCELLENCE!!““THE WORKS”THE WORKS”

A Half-Century’s Reflections/1966-2016A Half-Century’s Reflections/1966-2016

Chapter Chapter FOURFOUR: : 1B1: (1B1: (REALLYREALLY) FIRST THINGS ) FIRST THINGS

BEFORE FIRST THINGSBEFORE FIRST THINGS01 January 201601 January 2016

(10+ years of presentation slides at (10+ years of presentation slides at tompeters.comtompeters.com))

Contents/“The Works”/1966-2016/EXCELLENCEContents/“The Works”/1966-2016/EXCELLENCE!!Chapter Chapter ONEONE:: Execution/The “All-Important Last 95%” Execution/The “All-Important Last 95%”Chapter Chapter TWOTWO:: EXCELLENCE (Or Why Bother at All?) EXCELLENCE (Or Why Bother at All?)Chapter Chapter THREETHREE:: The “Strategy First” Myth The “Strategy First” MythChapter Chapter FOURFOUR:: (REALLY) First Things Before First Things (REALLY) First Things Before First ThingsChapter Chapter FIVEFIVE:: 34 BFOs/Blinding Flashes of the Obvious 34 BFOs/Blinding Flashes of the Obvious Chapter Chapter SIXSIX:: Putting People (REALLY!) First Putting People (REALLY!) First Chapter Chapter SEVENSEVEN:: Tech Tsunami/Software Is Eating the World++ Tech Tsunami/Software Is Eating the World++ Chapter Chapter EIGHTEIGHT:: People First/A Moral Imperative Circa 2016 People First/A Moral Imperative Circa 2016 Chapter Chapter NINENINE:: Giants Stink/Age of SMEs/Be The Best, Giants Stink/Age of SMEs/Be The Best, It’s the Only Market That’s Not Crowded It’s the Only Market That’s Not Crowded Chapter Chapter TENTEN:: Innovate Or Die/W.T.T.M.S.W./ Innovate Or Die/W.T.T.M.S.W./ Whoever Tries The Most Stuff Wins++ Whoever Tries The Most Stuff Wins++ Chapter Chapter ELEVENELEVEN:: Nine Value-added Strategies Nine Value-added StrategiesChapter Chapter TWELVETWELVE:: Value Added/1 Value Added/1STST Among Equals/DESIGN MINDEDNESS Among Equals/DESIGN MINDEDNESSChapter Chapter THIRTEENTHIRTEEN:: The “PSF”/Professional Service Firm “Model” The “PSF”/Professional Service Firm “Model” as Exemplar/“Cure All” as Exemplar/“Cure All” Chapter Chapter FOURTEENFOURTEEN:: You/Me/The “Age of ‘BRAND YOU’/‘Me Inc.’” You/Me/The “Age of ‘BRAND YOU’/‘Me Inc.’”Chapter Chapter FIFTEENFIFTEEN:: Women Are Market #1 For Everything/ Women Are Market #1 For Everything/ Women Are the Most Effective LeadersWomen Are the Most Effective LeadersChapter Chapter SIXTEENSIXTEEN:: Leadership/46 Scattershot Tactics Leadership/46 Scattershot Tactics Chapter Chapter SEVENTEENSEVENTEEN:: Avoid Moderation!/Pursue Avoid Moderation!/Pursue “ “Insanely Great”/Just Say “NO!” to NormalInsanely Great”/Just Say “NO!” to NormalAppendix:Appendix: Library of Best Quotes Library of Best Quotes

STATEMENT OF PURPOSESTATEMENT OF PURPOSEThis—circa January 2016—is my best shot. It took 50 years to write! (From 1966, This—circa January 2016—is my best shot. It took 50 years to write! (From 1966, Vietnam, U.S. Navy ensign, combat engineer/Navy Seabees—my 1st Vietnam, U.S. Navy ensign, combat engineer/Navy Seabees—my 1st “management” job—to today, 2016.) It is … “management” job—to today, 2016.) It is … “THE WORKS.”“THE WORKS.” THE WORKS is THE WORKS is presented in PowerPoint format—but it includes 50,000++ words of annotation, presented in PowerPoint format—but it includes 50,000++ words of annotation, the equivalent of a 250-page book.the equivalent of a 250-page book.The times are nutty—and getting nuttier at an exponential pace. I have taken into The times are nutty—and getting nuttier at an exponential pace. I have taken into account as best I can (there really are no “experts”) the current context. But I account as best I can (there really are no “experts”) the current context. But I have given equal attention to more or less eternal (i.e., human) verities that will have given equal attention to more or less eternal (i.e., human) verities that will continue to drive organizational performance and a quest for EXCELLENCE for the continue to drive organizational performance and a quest for EXCELLENCE for the next several years—and perhaps beyond. (Maybe this bifurcation results from my next several years—and perhaps beyond. (Maybe this bifurcation results from my odd adult life circumstances: 30 years in Silicon Valley, 20 years in Vermont.)odd adult life circumstances: 30 years in Silicon Valley, 20 years in Vermont.)Enjoy.Enjoy.Steal.Steal.P-L-E-A-S-E try something, better yet several somethings.* ** *** **** *****P-L-E-A-S-E try something, better yet several somethings.* ** *** **** *****

*Make no mistake … *Make no mistake … THISTHIS ISIS AA 1717--CHAPTERCHAPTER BOOKBOOK … which happens to be in … which happens to be in PowerPoint format; I invite you to join me in this unfinished—half century to date—journey.PowerPoint format; I invite you to join me in this unfinished—half century to date—journey.**My “Life Mantra #1”: WTTMSW/Whoever Tries The Most Stuff Wins.**My “Life Mantra #1”: WTTMSW/Whoever Tries The Most Stuff Wins.***I am quite taken by N.N. Taleb’s term “antifragile” (it’s the title of his***I am quite taken by N.N. Taleb’s term “antifragile” (it’s the title of his most recent book). The point is not “resilience” in the face of change; most recent book). The point is not “resilience” in the face of change; that’s reactive. Instead the idea is proactive—literally “getting off” on the madness per se; that’s reactive. Instead the idea is proactive—literally “getting off” on the madness per se; perhaps I somewhat anticipated this with my 1987 book, perhaps I somewhat anticipated this with my 1987 book, Thriving on ChaosThriving on Chaos. . ****Re “new stuff,” this presentation has benefited immensely from Social Media—e.g., I have ****Re “new stuff,” this presentation has benefited immensely from Social Media—e.g., I have learned a great deal from my 125K+ twitter followers; that is, some fraction of this material is learned a great deal from my 125K+ twitter followers; that is, some fraction of this material is “crowdsourced.”“crowdsourced.”**********I am not interested in providing a “good presentation.” I am interested in I am not interested in providing a “good presentation.” I am interested in spurring practical action. Otherwise, why waste your time—or mine?spurring practical action. Otherwise, why waste your time—or mine?Note:Note: There is considerable There is considerable DUPLICATIONDUPLICATION in what follows. I do not imagine you will read this book straight through. in what follows. I do not imagine you will read this book straight through. Hence, to some extent, each chapter is a stand-alone story.Hence, to some extent, each chapter is a stand-alone story.

EpigraphsEpigraphs

““Business has to give people enriching, rewarding lives … Business has to give people enriching, rewarding lives … or it's simply not worth doing.”or it's simply not worth doing.” —Richard Branson—Richard Branson

““Your customers will never be any happier Your customers will never be any happier than your employees.”than your employees.” —John DiJulius—John DiJulius

““We have a strategic plan. It’s called ‘doing things.’ ”We have a strategic plan. It’s called ‘doing things.’ ” —Herb Kelleher—Herb Kelleher

““You miss 100% of the shots you never take.”You miss 100% of the shots you never take.” —Wayne—Wayne GretzkyGretzky

““Ready. Fire. Aim.”Ready. Fire. Aim.” —Ross Perot —Ross Perot

““Execution Execution isis strategy.” strategy.” —Fred Malek—Fred Malek

““Avoid moderation.”Avoid moderation.” —Kevin Roberts—Kevin Roberts

““I’m not comfortable unless I’m uncomfortable.”I’m not comfortable unless I’m uncomfortable.” —Jay Chiat—Jay Chiat

““It takes 20 years to build a reputation and five minutes to ruin it.”It takes 20 years to build a reputation and five minutes to ruin it.” ——John DiJulius on social mediaJohn DiJulius on social media

““Courtesies of a small and trivial character are the ones which Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”strike deepest in the grateful and appreciating heart.” —Henry Clay —Henry Clay

““You know a design is cool when you want to lick it.”You know a design is cool when you want to lick it.” —Steve Jobs —Steve Jobs

““This will be the women’s century.”This will be the women’s century.” —Dilma Rousseff —Dilma Rousseff

““Be the best. It’s the only market that’s not crowded.”Be the best. It’s the only market that’s not crowded.” —George Whalin —George Whalin

First Principles. Guiding Stars. Minimums.First Principles. Guiding Stars. Minimums.**EXECUTION! The “Last 99%.”EXECUTION! The “Last 99%.”

GET IT (Whatever) DONE.GET IT (Whatever) DONE.**EXCELLENCE. Always. PERIOD.EXCELLENCE. Always. PERIOD.

**People REALLY First! Moral Obligation #1.People REALLY First! Moral Obligation #1.**EXPONENTIAL Tech Tsunami.EXPONENTIAL Tech Tsunami.

GET OFF ON CONTINUOUS UPHEAVALS!GET OFF ON CONTINUOUS UPHEAVALS!**Innovate or DIE! Innovate or DIE!

WTTMSW/Whoever Tries The Most Stuff Wins!WTTMSW/Whoever Tries The Most Stuff Wins!**Women Buy (EVERYTHING)! Women Buy (EVERYTHING)!

Women Are the Best Leaders! Women RULE!Women Are the Best Leaders! Women RULE!**Oldies Have (All of) the Market Power!Oldies Have (All of) the Market Power!

**DESIGN Matters! EVERYWHERE!DESIGN Matters! EVERYWHERE!**Maximize TGRs!/Things Gone RIGHT!Maximize TGRs!/Things Gone RIGHT!

**SMEs, Age of/“Be the Best, SMEs, Age of/“Be the Best, It’s the Only Market That’s Not Crowded”It’s the Only Market That’s Not Crowded”

**Moderation KILLS!Moderation KILLS!

NEW WORLD ORDERNEW WORLD ORDER??!!

0810/2011:0810/2011: Apple > ExxonApple > Exxon**

0724/2015:0724/2015: Amazon > WalmartAmazon > Walmart*****Market capitalization; Apple became *Market capitalization; Apple became #1#1 in the world. in the world.

**Market capitalization; Walmart is a “Fortune **Market capitalization; Walmart is a “Fortune 11” company—” company—the biggest in the world by sales.the biggest in the world by sales.

Phew.Phew.

Contents/“The Works”/1966-2016/EXCELLENCEContents/“The Works”/1966-2016/EXCELLENCE!!Chapter Chapter ONEONE: Execution/The “All-Important Last 95%”: Execution/The “All-Important Last 95%”Chapter Chapter TWOTWO: EXCELLENCE (Or Why Bother at All?): EXCELLENCE (Or Why Bother at All?)Chapter Chapter THREETHREE: The “Strategy First” Myth: The “Strategy First” MythChapter Chapter FOURFOUR: (REALLY) First Things Before First Things: (REALLY) First Things Before First ThingsChapter Chapter FIVEFIVE: 34 BFOs/Blinding Flashes of the Obvious : 34 BFOs/Blinding Flashes of the Obvious Chapter Chapter SIXSIX: Putting People (REALLY!) First : Putting People (REALLY!) First Chapter Chapter SEVENSEVEN: Tech Tsunami/Software Is Eating the World++ : Tech Tsunami/Software Is Eating the World++ Chapter Chapter EIGHTEIGHT: People First/A Moral Imperative Circa 2016 : People First/A Moral Imperative Circa 2016 Chapter Chapter NINENINE: Giants Stink/Age of SMEs/Be The Best,: Giants Stink/Age of SMEs/Be The Best, It’s the Only Market That’s Not Crowded It’s the Only Market That’s Not Crowded Chapter Chapter TENTEN: Innovate Or Die/W.T.T.M.S.W./: Innovate Or Die/W.T.T.M.S.W./ Whoever Tries The Most Stuff Wins++ Whoever Tries The Most Stuff Wins++ Chapter Chapter ELEVENELEVEN: Nine Value-added Strategies: Nine Value-added StrategiesChapter Chapter TWELVETWELVE: Value Added/1: Value Added/1STST Among Equals/DESIGN MINDEDNESS Among Equals/DESIGN MINDEDNESSChapter Chapter THIRTEENTHIRTEEN: The “PSF”/Professional Service Firm “Model” : The “PSF”/Professional Service Firm “Model” as Exemplar/“Cure All” as Exemplar/“Cure All” Chapter Chapter FOURTEENFOURTEEN: You/Me/The “Age of ‘BRAND YOU’/‘Me Inc.’”: You/Me/The “Age of ‘BRAND YOU’/‘Me Inc.’”Chapter Chapter FIFTEENFIFTEEN: Women Are Market #1 For Everything/: Women Are Market #1 For Everything/ Women Are the Most Effective LeadersWomen Are the Most Effective LeadersChapter Chapter SIXTEENSIXTEEN: Leadership/46 Scattershot Tactics : Leadership/46 Scattershot Tactics Chapter Chapter SEVENTEENSEVENTEEN: Avoid Moderation!/Pursue : Avoid Moderation!/Pursue “ “Insanely Great”/Just Say “NO!” to NormalInsanely Great”/Just Say “NO!” to NormalAppendix: Library of Best Quotes Appendix: Library of Best Quotes

Chapter Chapter FOURFOUR

1B1: (1B1: (REALLYREALLY) ) 11stst Things Things

Before 1Before 1stst Things Things

1B11B1: (REALLY) First Things Before First : (REALLY) First Things Before First ThingsThings

1.1. 11stst line supervisors line supervisors are Key #1 to are Key #1 to organizational effectiveness—and we invariably organizational effectiveness—and we invariably (waaaay) underplay their collective importance.(waaaay) underplay their collective importance.2.2. XFX/Cross-Functional EXCELLENCEXFX/Cross-Functional EXCELLENCE. Poor . Poor “XFX” is the principle element in the delay of “XFX” is the principle element in the delay of everything—and the answer is not primarily everything—and the answer is not primarily sexy software systems.sexy software systems.3.3. LISTENING.LISTENING. You might go so far as to say You might go so far as to say “Listening IS Strategy.” I’d go that far! And “Listening IS Strategy.” I’d go that far! And turning everyone into a “listening professional” turning everyone into a “listening professional” is not a stretch of the imagination.is not a stretch of the imagination.4.4. MeetingsMeetings, like it or not, are “what we do”—, like it or not, are “what we do”—so make them Paragons Of EXCELLENCE, rather so make them Paragons Of EXCELLENCE, rather than considering them a “necessary nuisance.” than considering them a “necessary nuisance.”

In 2012, I published my “Mother Of All Presentations.” It had In 2012, I published my “Mother Of All Presentations.” It had 23 parts and 4,096 slides. The first several parts were titled 23 parts and 4,096 slides. The first several parts were titled “(REALLY) First Things Before First Things”—these were critical “(REALLY) First Things Before First Things”—these were critical ideas/contributions to EXCELLENCE that are either overlooked ideas/contributions to EXCELLENCE that are either overlooked entirely or found in nooks and crannies of presentations. entirely or found in nooks and crannies of presentations. Because of their importance, I decide to showcase them.Because of their importance, I decide to showcase them.

As I now in 2016 release my major collection—THE WORKS—I As I now in 2016 release my major collection—THE WORKS—I decided to resurrect these SuperItems, which are more decided to resurrect these SuperItems, which are more important than ever—my shorthand for “first things before first important than ever—my shorthand for “first things before first

things” is things” is 1B11B1. Combining these items is a new idea, but . Combining these items is a new idea, but I have not updated the “substance”—said substance seems to I have not updated the “substance”—said substance seems to have withstood the test of time, at least at the 3-year mark.have withstood the test of time, at least at the 3-year mark.

These ideas are of surpassing importance.These ideas are of surpassing importance.They are usually treated as secondary.They are usually treated as secondary.Each one can readily be translated into action steps.Each one can readily be translated into action steps.Watchawaitinfor? Watchawaitinfor?

4.1 4.1 FIRST-LINEFIRST-LINE SUPERVISORS ARESUPERVISORS ARE

DETERMINANT DETERMINANT #1#1 OF OF ORGANIZATIONAL ORGANIZATIONAL EFFECTIVENESS EFFECTIVENESS


1.1. 11stst line supervisors line supervisors are Key #1 to are Key #1 to organizational effectiveness—and we invariably organizational effectiveness—and we invariably (waaaay) underplay their collective importance.(waaaay) underplay their collective importance.2. 2. XFX/Cross-Functional EXCELLENCEXFX/Cross-Functional EXCELLENCE. Poor . Poor “XFX” is the principle element in the delay of “XFX” is the principle element in the delay of everything—and the answer is not primarily everything—and the answer is not primarily sexy software systems.sexy software systems.3. 3. LISTENING.LISTENING. You might go so far as to say You might go so far as to say “Listening IS Strategy.” I’d go that far! And “Listening IS Strategy.” I’d go that far! And turning everyone into a “listening professional” turning everyone into a “listening professional” is not a stretch of the imagination.is not a stretch of the imagination.4. 4. MeetingsMeetings, like it or not, are “what we do”—, like it or not, are “what we do”—so make them Paragons Of EXCELLENCE, rather so make them Paragons Of EXCELLENCE, rather than considering them a “necessary nuisance.” than considering them a “necessary nuisance.”

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 CATASTROPHEBE A CATASTROPHE.. 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?

This is, more or less, no exaggeration.This is, more or less, no exaggeration.

I’ve never had a military person disagree, I’ve never had a military person disagree, even among “disposable” lieutenants—I even among “disposable” lieutenants—I once was one myself. once was one myself.

““In great armies, the In great armies, the job of generals is to job of generals is to

back up their back up their sergeants.”sergeants.”

—COL Tom Wilhelm, from Robert Kaplan, —COL Tom Wilhelm, from Robert Kaplan, “The Man Who Would Be Khan,” “The Man Who Would Be Khan,” The AtlanticThe Atlantic

THE THE SERGEANTS SERGEANTS

RUN THE RUN THE ARMY. ARMY.

PERIOD.PERIOD.

Period.Period.

#1#1 CAUSE OF CAUSE OFEMPLOYEE EMPLOYEE

DIS-SATISFACTION?DIS-SATISFACTION?

Employee retention & satisfaction:Employee retention & satisfaction: ““OverwhelminOverwhelminggllyy

based on the based on the first-line first-line

manamanaggerer!”!”Source: Marcus Buckingham & Curt Coffman, Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s First, Break All the Rules: What the World’s

Greatest Managers Do DifferentlyGreatest Managers Do Differently

Worker Satisfaction-Retention-Productivity Worker Satisfaction-Retention-Productivity … … the 1the 1stst line manager- line manager-supervisor-boss is supervisor-boss is unquestionably the key to the unquestionably the key to the treasurytreasury.. Even in a “great” company … Even in a “great” company … an employee an employee at odds with his or her 1at odds with his or her 1stst line boss is likely line boss is likely to be an impaired performerto be an impaired performer. (And vice . (And vice versa: In a “bad” company, an employee in versa: In a “bad” company, an employee in synch with his 1synch with his 1stst line supervisor is likely to line supervisor is likely to be productive.)be productive.)

““People People leave leave

managers not managers not companies.”companies.”

——Dave WheelerDave Wheeler

Dave Wheeler has been a regular and savvy Dave Wheeler has been a regular and savvy contributor to the comments section of my contributor to the comments section of my blog. On this topic, from his own reading, blog. On this topic, from his own reading, comes a compact way of making this point—comes a compact way of making this point—with which I agree wholeheartedly. with which I agree wholeheartedly.

I am sure you “spend time” I am sure you “spend time” on this. My question: Is it an on this. My question: Is it an

… … OBSESSIONOBSESSION … …worthy of the impact it has worthy of the impact it has on enterprise performance?on enterprise performance?

Not just “important” (I’m sure you agree).Not just “important” (I’m sure you agree).

Rather:Rather:A A ““strategicstrategic obsession.” obsession.”

TEN “Obvious” Questions Concerning Your First-line SupervisorsTEN “Obvious” Questions Concerning Your First-line Supervisors

1. Are you, Big Boss, a ... 1. Are you, Big Boss, a ... formal studentformal student … of first-line … of first-line supervisor behavioral excellence?* supervisor behavioral excellence?* (*Yes, this sort of thing (*Yes, this sort of thing can be formally studied.)can be formally studied.)2. Do you absolutely understand and act upon the fact that 2. Do you absolutely understand and act upon the fact that the first-line boss is the … the first-line boss is the … KEY LEADERSHIP KEY LEADERSHIP ROLEROLE … in the organization? Technical mastery is … in the organization? Technical mastery is important—but secondary.important—but secondary.3. Does HR single out first-line supervisors individually and 3. Does HR single out first-line supervisors individually and collectively for tracking purposes and special/“over the top” collectively for tracking purposes and special/“over the top” developmental attention?developmental attention?4. Do you spend gobs and gobs (and then more and more 4. Do you spend gobs and gobs (and then more and more gobs and gobs) of time ... gobs and gobs) of time ... selectingselecting … the first-line … the first-line supervisors? Are your selection criteria consistent with the supervisors? Are your selection criteria consistent with the enormity of the impact that first-line bosses will enormity of the impact that first-line bosses will subsequently have?subsequently have?

Do you absolutely Do you absolutely understand—and act understand—and act

upon—the fact that the upon—the fact that the first-line boss is the …first-line boss is the … KEYKEY LEADERSHIPLEADERSHIP

ROLEROLE … in the … in the organization?organization?

TEN “Obvious” Questions Concerning Your First-line SupervisorsTEN “Obvious” Questions Concerning Your First-line Supervisors

5. Do you have the ... 5. Do you have the ... ABSOLUTE BEST TRAINING & ABSOLUTE BEST TRAINING & CONTINUING DEVELOPMENT PROGRAMS IN THE INDUSTRYCONTINUING DEVELOPMENT PROGRAMS IN THE INDUSTRY (or some subset thereof) … for first-line supervisors? (or some subset thereof) … for first-line supervisors? 6. Do you formally and rigorously ... mentor ... first-line 6. Do you formally and rigorously ... mentor ... first-line supervisors?supervisors?7. Are you willing, pain notwithstanding, to ... leave a first-7. Are you willing, pain notwithstanding, to ... leave a first-line supervisor slot open ... until you can fill the slot with line supervisor slot open ... until you can fill the slot with somebody spectacular? (And are you willing to use some somebody spectacular? (And are you willing to use some word like ... word like ... “spectacular”“spectacular” ... in judging applicants for ... in judging applicants forthe job?)the job?)8. Is it possible that … 8. Is it possible that … promotion decisionspromotion decisions … for first-line … for first-line supervisors are as, or even more, important than promotion supervisors are as, or even more, important than promotion decisions for the likes of VP slots? (Hint: Yes.)decisions for the likes of VP slots? (Hint: Yes.)9. Do you consider and evaluate the quality of your … 9. Do you consider and evaluate the quality of your … full full set/CADREset/CADRE …. of first-line supervisors? …. of first-line supervisors?10. Are your first-line supervisors accorded the respect that 10. Are your first-line supervisors accorded the respect that the power of their position merits? the power of their position merits?

Please take these 10 questions Please take these 10 questions

(VERY)(VERY) seriously—each of them! seriously—each of them!

E.g.: Do you have the ...E.g.: Do you have the ... ABSOLUTEABSOLUTE BEST BEST 11stst-LINE LEADERSHIP -LINE LEADERSHIP TRAININGTRAINING & & DEVELOPMENT DEVELOPMENT PROGRAMSPROGRAMSIN THE INDUSTRYIN THE INDUSTRY? ?

One One (VERY)(VERY) good indicator. good indicator.

Capital Asset! Capital Asset! *Selecting and training and*Selecting and training and mentoring one’s pool of front- mentoring one’s pool of front- line managers can be a line managers can be a “Core“Core Competence” Competence” of surpassing of surpassing strategic importance. strategic importance.*Put under a microscope *Put under a microscope evereveryy element of the cradle-to-element of the cradle-to- g grave rave pprocess of buildinrocess of buildingg the the cacappabilitabilityy of our full cadre of our full cadre of front-line manaof front-line managgersers..

Suggested addition to your Statement of Core Suggested addition to your Statement of Core Values: Values: “We are obsessed with “We are obsessed with developing a cadre of 1st line developing a cadre of 1st line managers that is second to managers that is second to

none—we understand that this none—we understand that this cadre per se is arguably one of cadre per se is arguably one of

our top two or three most our top two or three most important ‘Strategic Assets.’”important ‘Strategic Assets.’”

The quality of the … The quality of the … entire cadre entire cadre of 1of 1stst line bosses line bosses … is an … is an asset (or liability) of the 1asset (or liability) of the 1stst order. order.

Therefore, “having the best” is literally a Therefore, “having the best” is literally a priceless strategic asset—priceless strategic asset—and attainment and attainment thereof should be front and center in the thereof should be front and center in the corcorpporate value setorate value set..

18-month report:18-month report: STRIKING STRIKING A NERVE …A NERVE …

As I write, I’ve been banging on about this As I write, I’ve been banging on about this for about 18 months. for about 18 months. In all my experience, I In all my experience, I have rarely hit such an exposed nerve—and have rarely hit such an exposed nerve—and have rarely observed such vigorous follow-have rarely observed such vigorous follow-up (interestingly, especially from giant up (interestingly, especially from giant company CEOs).company CEOs).

Upon reflecting, most agree with the basic Upon reflecting, most agree with the basic assertion of the “over-the-top” importanceassertion of the “over-the-top” importanceof the 1of the 1stst line cadre—and, further, that they line cadre—and, further, that they are doing a half-assed job at best with are doing a half-assed job at best with selection and development, and that selection and development, and that they’re downright embarrassed at how they’re downright embarrassed at how inadequate their training is. inadequate their training is.

4.2 4.2 THE ABSENCE OFTHE ABSENCE OF XFXXFX/CROSS-/CROSS-

FUNCTIONAL EXCELLENCE FUNCTIONAL EXCELLENCE IS THE PRINCIPAL SOURCE IS THE PRINCIPAL SOURCE

OF MOST OF MOST ORGANIZATIONAL ORGANIZATIONAL EFFECTIVENESS EFFECTIVENESS

PROBLEMSPROBLEMS

PROBLEM #1.OPPORTUNITY #1.

XFX = XFX = #1#1**

*Cross-Functional *Cross-Functional eXcellence eXcellence

The Strategic Importance of XFXThe Strategic Importance of XFX(Cross-functional eXcellence)(Cross-functional eXcellence)

I believe that in most any organization of, I believe that in most any organization of, say, more than a dozen people, the #1 issue say, more than a dozen people, the #1 issue

is “cross-functional communication-is “cross-functional communication-integration.” It is both “Problem #1” and integration.” It is both “Problem #1” and

“Opportunity #1.” From intelligence pattern “Opportunity #1.” From intelligence pattern recognition to order execution to innovation, recognition to order execution to innovation, our INTERNAL barriers—not our competitors’ our INTERNAL barriers—not our competitors’ cleverness—are the principal impediment to cleverness—are the principal impediment to

effectiveness. I suspect we mostly agree with effectiveness. I suspect we mostly agree with that. But is it—that. But is it—AND IT RARELY ISAND IT RARELY IS—literally —literally

seen as seen as “SO1”“SO1” —Strategic —Strategic Opportunity #1? Opportunity #1?

(Please do me the great honor of thinking about this.)(Please do me the great honor of thinking about this.)

EXPLICITLYEXPLICITLY & & VISIBLYVISIBLY & &

RELENTLESSLY RELENTLESSLY MANAGE TO XFX MANAGE TO XFX

STANDARD!STANDARD!

If XFX is truly “Strategic Opportunity If XFX is truly “Strategic Opportunity #1”—#1”—and it isand it is—then manage and —then manage and spend you time accordingly!spend you time accordingly!

4.2.14.2.1 LunchLunch!!

NEVER NEVER WASTE A WASTE A LUNCH!LUNCH!

Sounds a little lightweight if the problem is Sounds a little lightweight if the problem is such a big one. Surely a new org chart and a such a big one. Surely a new org chart and a few million more investment $$ tossed into few million more investment $$ tossed into the ERP budget top the list. the ERP budget top the list.

I’m hardly urging you not to invest. But I do I’m hardly urging you not to invest. But I do claim—in, still, 2016—that the social aspects claim—in, still, 2016—that the social aspects of XFX are largely ignored or given no more of XFX are largely ignored or given no more than lip service—whereas they ought to rank than lip service—whereas they ought to rank at, yes, the top of the list.at, yes, the top of the list.

And at the top of my “social factors” list is, And at the top of my “social factors” list is, no kidding …no kidding …

LUNCH.LUNCH.

The sacred The sacred 220 “ABs”.*220 “ABs”.*

*“At bats”*“At bats”

About 220 workday lunches per year = 220 About 220 workday lunches per year = 220 precious, non-repeatable opportunitiesprecious, non-repeatable opportunities (“at (“at bats” in baseball terms) to make hay of one bats” in baseball terms) to make hay of one sort or another.sort or another.

And, to be trite, once they’re gone they’re And, to be trite, once they’re gone they’re gone for good.gone for good.

Am I being obsessive?Am I being obsessive?Yup.Yup.It’s merited. It’s merited.

A lunch lost is a lunch lost.A lunch lost is a lunch lost.

Starting … Starting … TODAYTODAY. .

L = XFFRA1L = XFFRA1***Lunch = Cross-Functional Friction Reduction Agent #1*Lunch = Cross-Functional Friction Reduction Agent #1

If you have a passel of social If you have a passel of social acquaintances/ genuine colleagues in other acquaintances/ genuine colleagues in other functions—even though they will doubtless functions—even though they will doubtless be true to their professional organizational be true to their professional organizational role—typical cross-functional friction will in role—typical cross-functional friction will in 9 of 10, or 98 of 100, cases be reduced 9 of 10, or 98 of 100, cases be reduced dramatically. dramatically.

PERIOD.PERIOD.

% XF % XF

lunches*lunches***MeasureMeasure!! Monthly! Part of evaluation! Monthly! Part of evaluation!

#/%#/% of lunches with people in … of lunches with people in …

OTHER FUNCTIONSOTHER FUNCTIONS..

((BIGBIG deal.) deal.)

((MEASUREMEASURE. EXPLICITLY INCLUDE . EXPLICITLY INCLUDE IN EVALUATIONS.)IN EVALUATIONS.)

LUNCH LUNCH > SAP/> SAP/ORACLEORACLE

I’m not dissing the enterprise software I’m not dissing the enterprise software offerings from the likes of Oracle or SAP. offerings from the likes of Oracle or SAP. They are marvels. They are marvels.

ButBut ……

These sophisticated, expensive systems These sophisticated, expensive systems routinely deliver much less than promised—routinely deliver much less than promised—thanks to that thanks to that “damned people stuff”“damned people stuff” that that has a habit of getting in the way of has a habit of getting in the way of successful implementation. So I’ll leave the successful implementation. So I’ll leave the ERPs et al. to you— ERPs et al. to you— and trand tryy to to ppoint out oint out effective waeffective wayys to turn that “damn s to turn that “damn ppeoeopple le stuff” into a blockbuster stuff” into a blockbuster ppositive rather ositive rather than a nethan a neggative or neutralative or neutral..

4.2.24.2.2 Personalize it Personalize it!!

““Personal Personal relationships are the relationships are the fertile soil from which fertile soil from which all advancement, all advancement, allall

success, success, allall achievement in achievement in

Real life grow.”Real life grow.” —Ben Stein—Ben Stein

““The terms ‘hard facts,’ The terms ‘hard facts,’ and ‘the soft stuff’ used and ‘the soft stuff’ used in business imply that in business imply that data are somehow real data are somehow real

and strong while and strong while emotions are weak and emotions are weak and

less important.”less important.” —George Kohlrieser, —George Kohlrieser, Hostage at the Table Hostage at the Table (Kohlrieser is (Kohlrieser is

a hostage negotiator and professor of management)a hostage negotiator and professor of management)

Amen! Amen! (From a great investment guru.)(From a great investment guru.)(From a successful hostage negotiator.)(From a successful hostage negotiator.)

And in absolutely no place is this And in absolutely no place is this “relationship stuff” more important than in “relationship stuff” more important than in

the pursuit ofthe pursuit of … … XFXXFX ..

““They brainstormed about how They brainstormed about how to turn this [catastrophic] mis-to turn this [catastrophic] mis-

understanding around, and came understanding around, and came up with a simple plan— up with a simple plan— every every dadayy for the next three months for the next three months she would have lunch or coffee she would have lunch or coffee with one of the with one of the ppartnersartners. Today . Today she is executive vice president she is executive vice president

for [Fortune 50 company].”for [Fortune 50 company].”——Betsy Myers, on an extraordinarily talented professional whoBetsy Myers, on an extraordinarily talented professional who had been blocked from leadership positions in her firm, fromhad been blocked from leadership positions in her firm, from Take the Lead: Motivate, Inspire, and Bring Out the Best inTake the Lead: Motivate, Inspire, and Bring Out the Best in

Yourself and Everyone Around YouYourself and Everyone Around You

A talented partner at a prestigious law firm A talented partner at a prestigious law firm kept missing the promotions she clearly kept missing the promotions she clearly was due. After some analysis and coaching, was due. After some analysis and coaching, it appeared that she had her head down it appeared that she had her head down working hard and effectively—but had not working hard and effectively—but had not bothered to bond with her fellow partners; bothered to bond with her fellow partners; she assumed that the clearly brilliant work she assumed that the clearly brilliant work would stand on its own.would stand on its own.

The coach and she came up with a plan: The coach and she came up with a plan: DO LUNCHDO LUNCH. That is, initiate a . That is, initiate a systematic process of bridge building, with systematic process of bridge building, with lunch as the chosen vehicle.lunch as the chosen vehicle.

It worked.It worked.Big time. Big time.

““Don’t ever use that word Don’t ever use that word

‘synergy.’ It’s a ‘synergy.’ It’s a hideous word. The only thing that works is word. The only thing that works is natural law. natural law. Given enouGiven enouggh time,h time,

natural relationships will develonatural relationships will developp between our businessesbetween our businesses.”.”

——Barry Diller, responding to a student question, address atBarry Diller, responding to a student question, address at the Harvard Business School (from Marshall Goldsmith, the Harvard Business School (from Marshall Goldsmith,

What Got You Here Won’t Get You ThereWhat Got You Here Won’t Get You There))

The topic here is not synergy among The topic here is not synergy among businesses. Yet such a topic is enormous. businesses. Yet such a topic is enormous. Business after business promises Business after business promises “synergies”—and fails to deliver in 9 cases “synergies”—and fails to deliver in 9 cases out of 9.4. out of 9.4.

Diller says synergies may well emerge—but Diller says synergies may well emerge—but “emerge” is the key word. They will “emerge” is the key word. They will emerge through friendships (“natural emerge through friendships (“natural relationships”). I.e., courtesy … relationships”). I.e., courtesy … SOCIAL SOCIAL FACTORSFACTORS..

Which of course is … precisely … my point Which of course is … precisely … my point re all-important XFX/Cross-functional re all-important XFX/Cross-functional Excellence.Excellence.

““Allied commands depend on Allied commands depend on mutual confidence mutual confidence

and this confidence is and this confidence is gained, above all gained, above all

through thethrough the develodeveloppmentment

ofof friendshifriendshippss.”.” ——General D.D. Eisenhower, General D.D. Eisenhower, Armchair GeneralArmchair General* *

*“Perhaps his most outstanding ability [at West Point]*“Perhaps his most outstanding ability [at West Point] was the ease with which was the ease with which he made friends and earned he made friends and earned the trust of fellow cadets who came from the trust of fellow cadets who came from

widelwidelyy varied back varied backggroundsrounds; it was a quality that would pay ; it was a quality that would pay great dividends during his future coalition command.”great dividends during his future coalition command.”

General Eisenhower’s success in the D-Day General Eisenhower’s success in the D-Day adventure, those close to the scene agree, adventure, those close to the scene agree, stemmed to an extraordinary degree from stemmed to an extraordinary degree from his ability to keep warring tribes from each his ability to keep warring tribes from each others’ throats. (Oddly to some, the others’ throats. (Oddly to some, the nastiest infighting known to man can occur nastiest infighting known to man can occur among generals and between generals and among generals and between generals and their political bosses.) their political bosses.)

Eisenhower may or may not have been a Eisenhower may or may not have been a great strategist. He was definitely great strategist. He was definitely possessor of an extraordinary possessor of an extraordinary temperament and a peerless bridge temperament and a peerless bridge builder.builder.

George Crile (George Crile (Charlie Wilson’s WarCharlie Wilson’s War ) on Charlie ) on Charlie Wilson:Wilson: “The way things normally work, if you’re not Jewish you “The way things normally work, if you’re not Jewish you don’t get into the Jewish caucus, but Charlie did. And if you’re not don’t get into the Jewish caucus, but Charlie did. And if you’re not

black you don’t get into the black caucus. But Charlie plays poker with black you don’t get into the black caucus. But Charlie plays poker with

the black caucus; they had a game, and he’s the only white guy in it.the black caucus; they had a game, and he’s the only white guy in it. The House The House [of Representatives][of Representatives],, like an like anyy human institution, is moved by human institution, is moved by friendshifriendshipps, and no matter what s, and no matter what

ppeoeopple mile migght think about Wilson’s ht think about Wilson’s antics, theantics, theyy tend to like him and tend to like him and

enenjjoy his comoy his comppanany.”y.”

Not quite as profound as the Not quite as profound as the Eisenhower story … but revelatory Eisenhower story … but revelatory nonetheless. (Oh, and Charlie to a nonetheless. (Oh, and Charlie to a certain degree did “change the certain degree did “change the world”—i.e., contributed significantly world”—i.e., contributed significantly to the implosion of the Soviet Union.)to the implosion of the Soviet Union.)

PROMOTE INTO PROMOTE INTO FUNCTIONAL FUNCTIONAL LEADERSHIP LEADERSHIP

POSITIONS BASED POSITIONS BASED PRIMARILY ON … PRIMARILY ON …

TEMPERAMENTTEMPERAMENT..

We all know We all know “temperament” is “temperament” is “important.” “important.”

In fact it is … In fact it is … decisivedecisive..(Act accordingly.)(Act accordingly.)(Starting (Starting nownow.).)

4.2.34.2.3 R.O.I.R.R.O.I.R.

R.O.I.R. R.O.I.R. > R.O.I.> R.O.I.

RRETURN ETURN OON N IINVESTMENT IN NVESTMENT IN RRELATIONSHIPSELATIONSHIPS

R.O.I.R. beats traditional R.O.I. by 20 R.O.I.R. beats traditional R.O.I. by 20 furlongs! furlongs!

““Keep a short enemies Keep a short enemies list. One enemy can do list. One enemy can do more damage than the more damage than the

good done by a good done by a hundred friends.”hundred friends.” —Bill —Bill

Walsh, Walsh, The Score Takes Care of ItselfThe Score Takes Care of Itself (Walsh was the “hall of (Walsh was the “hall of fame” coach of the San Francisco 49ers football team)fame” coach of the San Francisco 49ers football team)

100:1100:1

R.O.I.R.R.O.I.R.Always #1.Always #1.You’ll see this slide again.You’ll see this slide again.As well you should.As well you should.(I should use it 50 times!) (I should use it 50 times!) 100:1.100:1.Put your ego on hold.Put your ego on hold.“Who was ‘right’” is (wholly) irrelevant.“Who was ‘right’” is (wholly) irrelevant.100:1.100:1.In the GRG/Great Relationships Game … In the GRG/Great Relationships Game … which in the end is “the only game in which in the end is “the only game in town” … making enemies is town” … making enemies is “Sin #1.”“Sin #1.”(What a waste!)(What a waste!)

100:1.100:1.

4.2.44.2.4 SpaceSpace

(Way) Underutilized Lever(Way) Underutilized Lever

SPACE!SPACE!SPACE!SPACE!SPACE!SPACE!SPACE!SPACE!

Manipulating space is a (Manipulating space is a (the?the? ) stupendous ) stupendous andand unsung unsung andand doable opportunity to doable opportunity to affect the quality of cross-functional co-affect the quality of cross-functional co-ordination.ordination.

A case can be made: Space management = A case can be made: Space management =

#1#1 determinant of human interaction determinant of human interaction patterns.patterns.

Yes, damn it … #1.Yes, damn it … #1.And it is seldom attended to with And it is seldom attended to with appropriate urgency and reverence.appropriate urgency and reverence.

(And, since it is largely unsung, it’s a tool (And, since it is largely unsung, it’s a tool often available to relatively junior folks.) often available to relatively junior folks.)

Geologists + Geologists + Geophysicists + Geophysicists +

A little bit of love =A little bit of love =

OilOil

Case in point: In a consulting study I did Case in point: In a consulting study I did years ago, one oil company was ahead of years ago, one oil company was ahead of the pack in terms of discovery success. the pack in terms of discovery success.

The critical difference seemed to be the The critical difference seemed to be the

co-locationco-location of geologists and of geologists and geophysicists. geophysicists.

The typically warring tribes developed a The typically warring tribes developed a deep appreciation of one another’s skills deep appreciation of one another’s skills and worldview—and measurable success and worldview—and measurable success ensued. ensued.

(Nothing so complex is ever so simple—but this was (Nothing so complex is ever so simple—but this was certainly a big piece of the puzzle.)certainly a big piece of the puzzle.)

4.2.5 4.2.5 XFX: XFX: SOCIALSOCIAL ACCELERATORS …ACCELERATORS …

XFX:XFX: SOCIALSOCIAL ACCELERATORS …ACCELERATORS …

The key “XFX” (CROSS-FUNCTIONAL The key “XFX” (CROSS-FUNCTIONAL EXCELLENCE) attainment tools are social—EXCELLENCE) attainment tools are social—not technological.not technological.

E.g. …E.g. …

XFX/Typical XFX/Typical SocialSocial Accelerators Accelerators1. EVERYONE’s (more or less) JOB #1: Make friends in other 1. EVERYONE’s (more or less) JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.)functions! (Purposefully. Consistently. Measurably.)2. “Do lunch” with people in other functions!! Frequently!! 2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.)(Minimum 10% to 25% for everyone? Measured.)3. Ask peers in other functions for references so you can 3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.) of ... GIVE-A-DAMN-ism.) 4. Religiously invite counterparts in other functions to your 4. Religiously invite counterparts in other functions to your team meetings. Ask them to present “cool stuff” from “their team meetings. Ask them to present “cool stuff” from “their world” to your group. (Useful. Mark of respect.)world” to your group. (Useful. Mark of respect.)5. 5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an email of ONCE A DAY … make a short call or visit or send an email of “Thanks” for some sort of XFX gesture by your folks and “Thanks” for some sort of XFX gesture by your folks and some other function’s folks.)some other function’s folks.) 6. Present counterparts in other functions awards for 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an service to your group. Tiny awards at least weekly; and an “Annual“Annual All-Star Supporters (from other groups) Banquet” All-Star Supporters (from other groups) Banquet” modeled after superstar salesperson banquets. modeled after superstar salesperson banquets.

Present counterparts in other Present counterparts in other functions recognition/awards for functions recognition/awards for

service to your group:service to your group: Tiny Tiny awards at least weekly. An awards at least weekly. An

“Annual All-Star “Annual All-Star Supporters Supporters (from other groups)(from other groups) Banquet” modeled after Banquet” modeled after

(and equivalent to(and equivalent to!!)) superstar superstar salesperson banquets.salesperson banquets.

XFX/ Typical XFX/ Typical SocialSocial Accelerators Accelerators7. Routinely discuss—A SEPARATE AGENDA ITEM—good and 7. Routinely discuss—A SEPARATE AGENDA ITEM—good and problematic acts of cross-functional co-operation at every problematic acts of cross-functional co-operation at every Team Meeting. Team Meeting. 8. When someone in another function asks for assistance, 8. When someone in another function asks for assistance, respond with … more … alacrity than you would if it were the respond with … more … alacrity than you would if it were the person in the cubicle next to yours—or even more than you person in the cubicle next to yours—or even more than you would for a key external customer. (Remember, XFX is the would for a key external customer. (Remember, XFX is the key to Customer Retention which is in turn the key to “all key to Customer Retention which is in turn the key to “all good things.”)good things.”)9. Do not bad mouth ... “the damned accountants,” “the 9. Do not bad mouth ... “the damned accountants,” “the bloody HR guy.” Ever. (Bosses: Severe penalties for this—bloody HR guy.” Ever. (Bosses: Severe penalties for this—including public tongue-lashings.) including public tongue-lashings.) 10. 10. Get physical! “Co-location” may well be the most Get physical! “Co-location” may well be the most powerful “culture change lever.”powerful “culture change lever.” Physical X-functional Physical X-functional proximity is almost a … guarantee … of remarkably improved proximity is almost a … guarantee … of remarkably improved co-operation—to aid this one needs flexible workspaces that co-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash.can be mobilized for a team in a flash.11. 11. Establish “adhocracy” as S.O.P.Establish “adhocracy” as S.O.P. To improve the new “X- To improve the new “X-functional Culture” (and business results), little XF teams functional Culture” (and business results), little XF teams should be formed on the spot to deal with an urgent issue—should be formed on the spot to deal with an urgent issue—they may live for but ten days, but it helps the XF habit, they may live for but ten days, but it helps the XF habit, making it normal to be “working the XF way.”making it normal to be “working the XF way.”

The subtext of many, The subtext of many, if not all, of these ideas if not all, of these ideas is moving from implicit is moving from implicit to to exexpplicitlicit focus on XFX focus on XFX

—it should noisily —it should noisily intrude into (literally) intrude into (literally)

every discussion!every discussion!

XFX/ Typical XFX/ Typical SocialSocial Accelerators Accelerators12. Early project “management” experience. Within days, 12. Early project “management” experience. Within days, literally, of coming aboard folks should be “running” some bit literally, of coming aboard folks should be “running” some bit of a bit of a bit project, working with folks from other functionsof a bit of a bit project, working with folks from other functions—hence, “all this” becomes as natural as breathing.—hence, “all this” becomes as natural as breathing.13. Work proactively to give as large as possible numbers of 13. Work proactively to give as large as possible numbers of people temporary assignments in other functions—especially people temporary assignments in other functions—especially Finance.Finance.14. “Get ’em out with the customer.” Rarely does the 14. “Get ’em out with the customer.” Rarely does the accountant or bench scientist call on the customer. Reverse accountant or bench scientist call on the customer. Reverse that. Give everyone more or less regular “customer-facing that. Give everyone more or less regular “customer-facing experiences.” She or he learns quickly that the customer is not experiences.” She or he learns quickly that the customer is not interested in our in-house turf battles! interested in our in-house turf battles! 15. Consider creating a special role, or even position. Specialty 15. Consider creating a special role, or even position. Specialty chemical company Buckman Labs established chemical company Buckman Labs established “knowledge “knowledge transfer facilitatorstransfer facilitators,,”” effectively former “middle managers,” effectively former “middle managers,” with 100% of discretionary pay based on success at spurring with 100% of discretionary pay based on success at spurring integration across previously impermeable barriers.integration across previously impermeable barriers.

XFX/: Typical XFX/: Typical SocialSocial Accelerators Accelerators

16. Formal evaluations. Everyone, starting with the 16. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in receptionist, should have a significant XF rating component in their evaluation. (The “XFX Performance” should be among their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)the Top 3 items in all managers’ evaluations.)17. 17. Every functional unit should have strict and extensive Every functional unit should have strict and extensive measures of “customer satisfaction” based on evaluations measures of “customer satisfaction” based on evaluations from other functions of its usefulness and effectiveness and from other functions of its usefulness and effectiveness and value-added to the enterprise as a whole. value-added to the enterprise as a whole. 18. Demand XF experience for, especially, senior jobs. For 18. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals admirals to have served a full tour in a job whose only goals were cross-functional achievements.were cross-functional achievements.19. “Deep dip.” Dive three levels down in the organization to 19. “Deep dip.” Dive three levels down in the organization to fill a senior role with some one who has been noticeably pro-fill a senior role with some one who has been noticeably pro-active on adding value via excellent cross-functional active on adding value via excellent cross-functional integration. integration. 20. XFX is … PERSONAL … as well as about organizational 20. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX (Personal XFX) is arguably the #1 effectiveness. PXFX (Personal XFX) is arguably the #1 Accelerant to personal success—in terms of organizational Accelerant to personal success—in terms of organizational career, freelancer/Brand You, or as entrepreneur. career, freelancer/Brand You, or as entrepreneur. 21. 21. Excellence!Excellence! There is a “State of XF Excellence” per There is a “State of XF Excellence” per se. Talk it up constantly. Pursue it. Aspire to nothing less.se. Talk it up constantly. Pursue it. Aspire to nothing less.

Formal evaluations. Formal evaluations. EverEveryyoneone, , starting with the starting with the

receptionist, should have a receptionist, should have a sisiggnificantnificant XFX rating XFX rating

component in their component in their evaluation. (The “XFX evaluation. (The “XFX

Performance” should be Performance” should be among the Top 3 items in among the Top 3 items in

allall managers’ evaluations.) managers’ evaluations.)

The preceding list is meant to be The preceding list is meant to be suggestive, not all inclusive—the idea is to suggestive, not all inclusive—the idea is to get your juices flowing. Again … get your juices flowing. Again …

SOCIALSOCIAL … is the key word. … is the key word.

(Make your own list. It could easily be three (Make your own list. It could easily be three times longer than mine. But, today … GET times longer than mine. But, today … GET GOING.) GOING.) (“Get going” = Pick (“Get going” = Pick 11 RIGHT NOW. RIGHT NOW. Take 1Take 1stst implementation steps in the next 3 implementation steps in the next 3 working days.)working days.)

(In fact, I’ve got a longer list, “The XFX (In fact, I’ve got a longer list, “The XFX 50,” which appears as Part 50,” which appears as Part “2A”“2A” to this to this section of the presentation.) section of the presentation.)

4.2.6 4.2.6 SPECIALSPECIAL SUGGESTION/SUGGESTION/ “ “COMMAND”COMMAND” COMING …COMING …

““Incidentally” …Incidentally” …

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

There is a “gender issue” which is arguably There is a “gender issue” which is arguably of the utmost importance here. (Let’s not of the utmost importance here. (Let’s not call it “issue”—let’s call it “opportunity.”) call it “issue”—let’s call it “opportunity.”)

Consider the previous slide enumerating Consider the previous slide enumerating women’s relative effectiveness at women’s relative effectiveness at negotiating. Quite simply, among other negotiating. Quite simply, among other things, women are less sensitive to things, women are less sensitive to hierarchical considerations and more hierarchical considerations and more willing to invest time in relationship willing to invest time in relationship building throughout the enterprise—at any building throughout the enterprise—at any level.level.

Such skills are central to “XFX.” Such skills are central to “XFX.”

Hence “gender balance”—or “gender Hence “gender balance”—or “gender IM-balance” favoring women in key roles—IM-balance” favoring women in key roles—likely tilts the playing field in the directionlikely tilts the playing field in the directionof XFX.of XFX.

4.2.7 4.2.7 C(I)C(I)>C(E)C(E)

““You’re You’re spending too spending too

much timemuch time with your with your [bill-paying][bill-paying] customers!”customers!”

C(I)C(I)>>C(E)C(E)

I suggested to a successful systems I suggested to a successful systems salesperson that she was salesperson that she was “spending too “spending too much time with your bill-paying much time with your bill-paying customers!”customers!” [External Customers, or C(E).] [External Customers, or C(E).]

Huh?Huh?

She’d said her principal roadblock to more She’d said her principal roadblock to more business with current customers was business with current customers was delivery slippages. I said a significant part delivery slippages. I said a significant part of the fix was to develop more and deeper of the fix was to develop more and deeper relationships with her … relationships with her … “Internal “Internal Customers”/C(I)Customers”/C(I). I said that in fact those . I said that in fact those internal internal customers ought to be her customers ought to be her #1#1 priority.priority.(Think about it.)(Think about it.)(Hard.)(Hard.)

RRETURN ETURN OON N IINVESTMENT IN NVESTMENT IN RRELATIONSHIPSELATIONSHIPS

FYI:FYI: “RELATIONSHIP “RELATIONSHIP POWER” = POWER” =

“MONOPOLY “MONOPOLY POWER”POWER”

C(I) > C(E)C(I) > C(E)Goal/s:Goal/s: (1) “Unfair” (1) “Unfair” “internal market “internal market

share”! (2) share”! (2) Have Have yyour our whole orwhole orgganization anization

zealouslzealouslyy workin workingg to to make make yyou successfulou successful!!

The goal (for that systems salesperson) The goal (for that systems salesperson) is clear—an “unfair” “market share” of is clear—an “unfair” “market share” of attention from those internal staffers. attention from those internal staffers.

She unabashedly pursues through good-She unabashedly pursues through good-better-best relationships a de facto better-best relationships a de facto monopoly—the monopolization of other monopoly—the monopolization of other important folks’ love and affection and important folks’ love and affection and time, as it were.time, as it were.

She wants, in effect, her whole-damn-She wants, in effect, her whole-damn-company working for her!company working for her!

C(I) > C(E)C(I) > C(E)Lunch!Lunch!Kudos!Kudos!MORE kudos!MORE kudos!Learning/Presence/PresentationsLearning/Presence/PresentationsInsider facetime with C(E)Insider facetime with C(E)TransparencyTransparencyAwardsAwardsCo-locate/e.g. Geologists-GeophysicistsCo-locate/e.g. Geologists-GeophysicistsTime!!!!!!!!!!!!!!!!!!!!!!!!!!Time!!!!!!!!!!!!!!!!!!!!!!!!!!Motherhood (“If I don’t take credit but Motherhood (“If I don’t take credit but give it to others …”) (Give give it to others …”) (Give othersothers credit. credit. The sale still goes on The sale still goes on youryour ticket.) ticket.)

GIVE THE “OTHER GIVE THE “OTHER GUYS” THE CREDIT GUYS” THE CREDIT FOR EVERY-DAMN-FOR EVERY-DAMN-

THING AS A MATTER THING AS A MATTER OF COURSE—NEVER OF COURSE—NEVER EVER FORGET THIS.EVER FORGET THIS.

E.g. …E.g. …

Give your internal customers facetime with Give your internal customers facetime with your external customers; usually a big turn your external customers; usually a big turn on for those “stuck inside.” on for those “stuck inside.”

SPEND TIME WITH C(I)s. SPEND TIME WITH C(I)s. TIME SPENT RULES!TIME SPENT RULES!

Don’t “give credit where credit is due”—Don’t “give credit where credit is due”—give credit give credit veryvery far and far and veryvery wide and wide and veryvery deep and deep and veryvery often for “tiny often for “tiny acts of assistance.” acts of assistance.”

4.2.8 4.2.8 “SUCK “SUCK DOWNDOWN FOR SUCCESS!”FOR SUCCESS!”

LoserLoser:: “He’s such a“He’s such a suck-up!” suck-up!”WinnerWinner:: “He’s such a“He’s such a suck-down.” suck-down.”

Likewise, regarding those “internal Likewise, regarding those “internal customers,” it’s the ones who do the “real customers,” it’s the ones who do the “real work”—two or three levels “down”—who in work”—two or three levels “down”—who in fact deliver the goods (fact deliver the goods (youryour goods). Hence goods). Hence showering attention on those “lesser” folks showering attention on those “lesser” folks (“sucking down”)(“sucking down”) is a painstaking but is a painstaking but

veryvery veryvery high-yield high-yield strategy.strategy.

AndAnd,, in my experience, rewarding as hell in my experience, rewarding as hell personally. personally.

““Success doesn’t depend on the Success doesn’t depend on the number of people you know; it number of people you know; it

depends on the number of people depends on the number of people

you know in you know in hihigghh places!”places!”

oror

“Success doesn’t depend on the “Success doesn’t depend on the number of people you know; it number of people you know; it

depends on the number of people depends on the number of people

you know in you know in lowlow places!” places!”

““Wide and deep” “low places” Wide and deep” “low places” network wins over the long haul. network wins over the long haul.

(FYI, one more time: (FYI, one more time: WomenWomen are typically are typically better [much better?] at this than men, not better [much better?] at this than men, not so hung up on hierarchy, don’t worry so so hung up on hierarchy, don’t worry so much about “who outranks whom.” I was much about “who outranks whom.” I was instructed on this years ago by a wildly instructed on this years ago by a wildly successful ATT system salessuccessful ATT system salesMANMAN. . “Women,”“Women,” he said, he said, “but not men, are “but not men, are willing to invest in the network several willing to invest in the network several levels down in the customer organizationlevels down in the customer organization.”).”)

George Crile George Crile (Charlie Wilson’s War)(Charlie Wilson’s War) on Gust on Gust

Avrakotos’ strategy:Avrakotos’ strategy: “He had “He had become something of become something of a legend with these a legend with these ppeoeopple who manned le who manned the underbellthe underbelly of the y of the

Agency [CIA].”Agency [CIA].”

The CIA mover and shaker in The CIA mover and shaker in Charlie Charlie Wilson’s WarWilson’s War was not all that senior, and was not all that senior, and was on the outs with the big big guys in the was on the outs with the big big guys in the agency. agency.

Nonetheless, he was able to move heaven Nonetheless, he was able to move heaven and earth because he had the whole damn and earth because he had the whole damn “underbelly” of the agency doing his “underbelly” of the agency doing his bidding—because he had invested so much bidding—because he had invested so much time and energy in these invisible folks time and energy in these invisible folks over the years. (I repeat: He was reaping over the years. (I repeat: He was reaping the rewards of a the rewards of a longterm longterm investment investment strategy!) strategy!)

““I got to know his I got to know his [Icahn’s][Icahn’s] secretaries. They are always secretaries. They are always the keepers of everything.”the keepers of everything.”

—Dick Parsons, then CEO Time Warner,—Dick Parsons, then CEO Time Warner, on dealing with an Icahn threat to his company on dealing with an Icahn threat to his company

“Parsons is not a visionary. “Parsons is not a visionary. He is, instead, a master in He is, instead, a master in the art of relationship.”the art of relationship.”

—Bloomberg BusinessWeek (03.11)—Bloomberg BusinessWeek (03.11)

““I got toI got to know his know his

secretaries.”secretaries.” —Dick Parsons—Dick Parsons

(as CEO Time Warner, on successfully dealing with Carl Icahn)(as CEO Time Warner, on successfully dealing with Carl Icahn)

Utterly fascinating that the … Utterly fascinating that the … CEO OF CEO OF TIME WARNERTIME WARNER … would say that … would say that “getting to know the secretaries”“getting to know the secretaries” was a/the key to success, in this case was a/the key to success, in this case dealing with the tough-as-nails Carl dealing with the tough-as-nails Carl Icahn. Icahn.

(“Sucking down” is not just a strategy used (“Sucking down” is not just a strategy used by those in the middle of an organization, by those in the middle of an organization, such as Gust Avrakotos—see above.)such as Gust Avrakotos—see above.)

If you can make If you can make someone junior to someone junior to you look good to you look good to their boss—youtheir boss—you

will have made a will have made a friend for life!friend for life!

I I knowknow this. this.I’ve I’ve knownknown this. this.Approximately Approximately foreverforever..

But I observed it again recently.But I observed it again recently.I more or less “incidentally” said I more or less “incidentally” said something very positive to the boss of an something very positive to the boss of an event staffer who was new.event staffer who was new.

The help that subsequently came my way The help that subsequently came my way was … was … HOLY MOLYHOLY MOLY!!

(A great reminder.) (A great reminder.)

““SUCK SUCK DOWNDOWN FOR SUCCESS!”FOR SUCCESS!”

““His habit was to let the His habit was to let the locals get primary credit—locals get primary credit—unheard of! Sometimes he unheard of! Sometimes he

disappeared into the disappeared into the woodwork entirely. He had woodwork entirely. He had

the whole __PD working their the whole __PD working their butts off for him, including butts off for him, including the the [temperamental][temperamental] Chief.” Chief.” —close —close colleague of senior federal law enforcement officercolleague of senior federal law enforcement officer

Federal law enforcement agencies have a long Federal law enforcement agencies have a long history of looking down upon non-federal law history of looking down upon non-federal law enforcement groups—e.g. city cops. One very senior enforcement groups—e.g. city cops. One very senior federal regional law-enforcement exec changed all federal regional law-enforcement exec changed all that. He did a lot of teaming with the local police that. He did a lot of teaming with the local police force, but when, say, a joint arrest was made, he force, but when, say, a joint arrest was made, he and his guys would slip to the rear and let the locals and his guys would slip to the rear and let the locals get the lion’s share of the credit. (Typically the get the lion’s share of the credit. (Typically the opposite path is followed—no matter what, the feds opposite path is followed—no matter what, the feds take approximately 100% of credit.) The cost to the take approximately 100% of credit.) The cost to the fed cop exec was ZERO; and as my informant put it, fed cop exec was ZERO; and as my informant put it, he effectively had the local cops eating out of his he effectively had the local cops eating out of his hand, which magnified his ability to get the job donehand, which magnified his ability to get the job done——all this from pushing someone “below” him to the all this from pushing someone “below” him to the front for a photo-op.front for a photo-op.

S = ƒ(#&DR; -2L, -3L, -4L, I&E)S = ƒ(#&DR; -2L, -3L, -4L, I&E)Success is a function of: Number and depth of relationships Success is a function of: Number and depth of relationships 2, 3, and 4 levels down inside and outside the organization2, 3, and 4 levels down inside and outside the organization

S = ƒ(SD>SU)S = ƒ(SD>SU)Sucking down is more important than sucking up—the idea Sucking down is more important than sucking up—the idea is to have the (your) entire organization working for youis to have the (your) entire organization working for you

S = ƒ(#non-FF, #non-FL)S = ƒ(#non-FF, #non-FL)Number of friends, number of lunches with people not in my Number of friends, number of lunches with people not in my function function

S = ƒ(#XFL/m)S = ƒ(#XFL/m)Number of lunches with colleagues in otherNumber of lunches with colleagues in otherfunctions per monthfunctions per month

S = ƒ(#FF)S = ƒ(#FF)Number of friends in the finance organizationNumber of friends in the finance organization

At one point, engineer-by-training that I At one point, engineer-by-training that I am, I put “all this” in equation form for the am, I put “all this” in equation form for the sheer hell of it.*sheer hell of it.*

All yours …All yours …

(*There were dozens of these equations—I just (*There were dozens of these equations—I just pulled out a couple here. The full set is included as pulled out a couple here. The full set is included as Appendix IVAppendix IV in Part 23 of this presentation.) in Part 23 of this presentation.)

S =ƒ(#PK“S =ƒ(#PK“WW”P)”P)S = ƒ(#PK“S = ƒ(#PK“LL”P) ”P)

# of people you know in the “wrong”# of people you know in the “wrong” places places# of people you know in “low” places# of people you know in “low” places

4.2.9 4.2.9 ALL HAIL …ALL HAIL …

THOSETHOSE WHOWHO HELPHELP

More than “performance More than “performance evaluation/award”evaluation/award”

More than “team accomplishment More than “team accomplishment evaluation/award.”evaluation/award.”

Rather:Rather: Specific and frequent and Specific and frequent and VISIBLE recognition to INDIVIDUALS who VISIBLE recognition to INDIVIDUALS who

have helped INDIVIDUALS in other have helped INDIVIDUALS in other functions—or, for that matter, our own functions—or, for that matter, our own group. E.g. group. E.g. BIG VISIBLE RECOGNITIONBIG VISIBLE RECOGNITION for sfor sppecific acts, small acts more than ecific acts, small acts more than

larlargge acts, of selflesslye acts, of selflessly helhelppiningg others others pper seer se..

THEY ALL GOTTA THEY ALL GOTTA SEESEE THE THE ONE WHO SACRIFICEDONE WHO SACRIFICED

TO HELP SOMEONETO HELP SOMEONE GET GET IMMEDIATEIMMEDIATE FEEDBACK- FEEDBACK-

KUDOS. (PERHAPS KUDOS. (PERHAPS MORE MORE RECOGNITION THAN THE RECOGNITION THAN THE “PRINCIPAL” “DOER.”) “PRINCIPAL” “DOER.”)

Oddly enough, this riff was triggered by Oddly enough, this riff was triggered by watching a group of about 10 young singers watching a group of about 10 young singers perform. Truth is, they are very perform. Truth is, they are very competitive; and there will be well short of competitive; and there will be well short of 100% winners. Yet as one sang, the others 100% winners. Yet as one sang, the others supported her with their body language. supported her with their body language. Or Or not.not. It occurred to me that the It occurred to me that the pprimo heroes, in rimo heroes, in some sense, were those who selflesslsome sense, were those who selflesslyy and and wholeheartedlwholeheartedlyy su supppported their orted their ppeerseers..

Likewise, in multi-function project work, Likewise, in multi-function project work, the “heroes” who ought to have the most the “heroes” who ought to have the most immediate attention showered on them are immediate attention showered on them are arguably the selfless helpers from other arguably the selfless helpers from other functions. The more or less “principal/s” functions. The more or less “principal/s” will get her or his or their due in good time. will get her or his or their due in good time.

““Little”Little” >>>> “Big”“Big”

THIS TALE OF THIS TALE OF SMALLSMALL IS VERY VERY IS VERY VERY BIGBIG..

It’s not “Thank you” for making the million-It’s not “Thank you” for making the million-dollar sale that matters. (That’s going to dollar sale that matters. (That’s going to happen regardless.) It’s, to use One-Minute happen regardless.) It’s, to use One-Minute Manager/Ken Blanchard’s term, “catching Manager/Ken Blanchard’s term, “catching someone doing something [some someone doing something [some littlelittle thing] right.”thing] right.”

And to the recipient, the And to the recipient, the spontaneousspontaneous “little “little ones” have higher impact than the biggies.ones” have higher impact than the biggies.

(Please re-read: (Please re-read: SMALLSMALL >>>> BigBig..))

ALL HAIL … ALL HAIL …

THOSE THOSE WHO WHO

HELP!HELP!

4.2.10 4.2.10 Core ValueCore Value!!

Suggested addition to your statement of Core Suggested addition to your statement of Core Values: Values: “We will not rest until “We will not rest until seamless cross-functional seamless cross-functional

integration/communication has integration/communication has become our primary source of become our primary source of

value-value-addedadded. EXCELLENCE in cross-. EXCELLENCE in cross-functional integration shall become functional integration shall become

a a daildaily y oopperationalerational p passionassion for for 100% of us.”100% of us.”

XFX … pure and simple … should beXFX … pure and simple … should bea a ((the #1?the #1? ) ) Core Value! Core Value!

GERALD SEYMOUR.GERALD SEYMOUR.JOHN LE CARRÉ.JOHN LE CARRÉ.

When writing this I happened to be reading two When writing this I happened to be reading two “thrillers” from perhaps the two best and best “thrillers” from perhaps the two best and best schooled thriller writers around—John Le Carré and schooled thriller writers around—John Le Carré and Gerald Seymour. Gerald Seymour. The “war” of “The “war” of “ggood ood gguys” vs. “bad uys” vs. “bad gguys” theuys” they y dedeppict with chillinict with chillingg accurac accuracyy is less about nailin is less about nailingg the the illeilleggal arms dealer or sal arms dealer or sppy than it is about the sky than it is about the skyy--hihiggh costs of the war between bureaucracies that h costs of the war between bureaucracies that often lead to losinoften lead to losingg the enem the enemy—y—and killinand killingg off or off or disdisggracing “our own racing “our own gguuyyss.”.”

Fiction?Fiction?Yes.Yes.True?True?Alas: Alas: YES!!YES!!Such terrifying realities are why this section on the Such terrifying realities are why this section on the power of Excellence in Cross-functional power of Excellence in Cross-functional communication and cooperation is of surpassing communication and cooperation is of surpassing importance.importance.

4.2.11 4.2.11 Get Serious:Get Serious: XFX Now XFX Now!!

THE WHOLE POINT HERE IS THAT THE WHOLE POINT HERE IS THAT “XFX”“XFX” IS IS

ALMOST CERTAINLY THE ALMOST CERTAINLY THE #1#1 OPPORTUNITY FOR OPPORTUNITY FOR STRATEGIC DIFFERENTIATIONSTRATEGIC DIFFERENTIATION. WHILE MANY WOULD . WHILE MANY WOULD

LIKELY AGREE, IN OUR MOMENT-TO-MOMENT LIKELY AGREE, IN OUR MOMENT-TO-MOMENT AFFAIRS, XFX PER SE IS NOT SO OFTEN VISIBLY & AFFAIRS, XFX PER SE IS NOT SO OFTEN VISIBLY & PERPETUALLY AT THE PERPETUALLY AT THE TOPTOP OF EVERY AGENDA. I OF EVERY AGENDA. I

ARGUE HERE FOR NO LESS THAN …ARGUE HERE FOR NO LESS THAN …

VISIBLEVISIBLE..CONSTANTCONSTANT..OBSESSIONOBSESSION..

As in, what—As in, what—specificallyspecifically—are you going to —are you going to do about “it”/XFX in the next …do about “it”/XFX in the next …

HOURHOUR??DAY?DAY?WEEK?WEEK?MONTH?MONTH?90 DAYS?90 DAYS?2 YEARS?2 YEARS?

XFX.XFX.TOP PRIORITY.TOP PRIORITY.TOP OF MIND.TOP OF MIND.

EXPLICIT.EXPLICIT.#1.#1.

NOW.NOW.TODAY/TOMORROW. TODAY/TOMORROW.

#1 = #1.#1 = #1.NOW = NOW.NOW = NOW.

Clear enough?Clear enough?

XFX.XFX.#1.#1.

NOWNOW..

ONE DAMN ONE DAMN ACT OF XFX ACT OF XFX

ENHANCEMENT ENHANCEMENT EVERYEVERY DAY! DAY!

Idea of this section. Cross-functional EXCELLENCE per Idea of this section. Cross-functional EXCELLENCE per se … se … “Top of mind”“Top of mind” … every day. … every day.

E.g. Do a minimum of … E.g. Do a minimum of … ONE CONCRETE THING EVERY ONE CONCRETE THING EVERY DAYDAY …to enhance XFX: …to enhance XFX:

Lunch with someone in another function.Lunch with someone in another function.A half-dozen thank you notes (or even one) to A half-dozen thank you notes (or even one) to someone/s in another function who helped you or your someone/s in another function who helped you or your team—probably a “suck down note” to someone in the team—probably a “suck down note” to someone in the trenches who helped.trenches who helped.FLOWERS to someone. Probably not very senior, in FLOWERS to someone. Probably not very senior, in another function to acknowledge help.another function to acknowledge help.Etc. Etc.

4.2.13 4.2.13 Case:Case: 100X100X

"When I was in medical school, I "When I was in medical school, I spent hundreds of hours looking spent hundreds of hours looking into a microscope—a skill I never into a microscope—a skill I never needed to know or ever use. needed to know or ever use. Yet I didn't have a single class that taught me communication or teamwork skills—something I need every day I walk into the

hospital.” —Peter Pronovost, —Peter Pronovost, Safe Patients, Smart HospitalsSafe Patients, Smart Hospitals

Alas, hospitals are about the worst of the Alas, hospitals are about the worst of the lot when it comes to XFX, which of course lot when it comes to XFX, which of course is built upon the bedrock of a teamwork is built upon the bedrock of a teamwork “culture.” Peter Pronovost, developer of “culture.” Peter Pronovost, developer of the checklist approach to patient safety the checklist approach to patient safety that has saved countless lives, learned that has saved countless lives, learned early on that this hyper-powerful tool is early on that this hyper-powerful tool is largely impotent in the face of hospital largely impotent in the face of hospital caste systems—perhaps the ultimate in caste systems—perhaps the ultimate in cross-functional barriers.cross-functional barriers.

For one thing, as Dr. Pronovost says here, For one thing, as Dr. Pronovost says here, docs are not trained in this “soft stuff.”docs are not trained in this “soft stuff.”

It does not have to be this way …It does not have to be this way …

““Teamwork Teamwork isn’t isn’t

optional.”optional.” ——Fast CompanyFast Company

on the Mayo Clinic, from Leonard Berry & Kent Seltman, on the Mayo Clinic, from Leonard Berry & Kent Seltman, “Practicing Team “Practicing Team MedicineMedicine,,””

title, Chapter 3 of title, Chapter 3 of Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

William Mayo, William Mayo, 19101910, on the , on the Clinic’s Two Core Values:Clinic’s Two Core Values:

Patient-centered carePatient-centered careTeam medicine Team medicine

(“medicine as a co-(“medicine as a co-operative science”)operative science”)

Source: Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Source: Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Chapter 7 from Chapter 7 from Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

The pick of the litter on “team medicine” is The pick of the litter on “team medicine” is arguably the Mayo Clinic. “Culture”? The arguably the Mayo Clinic. “Culture”? The “team culture” is in Mayo’s genes!“team culture” is in Mayo’s genes!

““Competency is Competency is irrelevant if we don’t irrelevant if we don’t

share common share common values.”values.” —Mayo Clinic exec, from Leonard Berry & Kent Seltman, —Mayo Clinic exec, from Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Chapter 7 from “Orchestrating the Clues of Quality,” Chapter 7 from Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

Competence anywhere is hugely importantCompetence anywhere is hugely important—especially, by definition, in the hospital. —especially, by definition, in the hospital. Yet Mayo is clear: Yet Mayo is clear:

Competence is damned important—but it Competence is damned important—but it comes second.comes second.

““A Mayo surgeon recalled an incident that occurred A Mayo surgeon recalled an incident that occurred shortly after he had joined the Mayo surgical staff. He shortly after he had joined the Mayo surgical staff. He

was seeing patients in the Clinic one afternoon when he was seeing patients in the Clinic one afternoon when he received from one of the most experienced and received from one of the most experienced and

renowned surgeons on the Mayo Clinic staff. The senior renowned surgeons on the Mayo Clinic staff. The senior surgeon stated over the phone that that he was in the surgeon stated over the phone that that he was in the operating room performing a complex procedure. He operating room performing a complex procedure. He explained the findings and asked his junior colleague explained the findings and asked his junior colleague

whether or not what he, the senior was planning seemed whether or not what he, the senior was planning seemed appropriate. appropriate. The The jjunior surunior surggeon was eon was

dumbfounded that that he would receive dumbfounded that that he would receive a call like thisa call like this.. Nonetheless, a few minutes of Nonetheless, a few minutes of

discussion ensued, a decision was made, and the senior discussion ensued, a decision was made, and the senior surgeon proceeded with the operation. … A major surgeon proceeded with the operation. … A major

consequence was that the junior surgeon learned the consequence was that the junior surgeon learned the importance of inter-operative consultation for the importance of inter-operative consultation for the

patient’s benefit even among surgeons with many years patient’s benefit even among surgeons with many years of surgical experience.”of surgical experience.” —Leonard Berry & Kent Seltman, , “Practicing Team —Leonard Berry & Kent Seltman, , “Practicing Team

Medicine,” Chapter 3 from Medicine,” Chapter 3 from Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

Wow!Wow!

Talk about busting the caste system!Talk about busting the caste system!

““I am I am hundreds of hundreds of times better heretimes better here [than[than

in my prior hospital assignment]in my prior hospital assignment] because of because of the support system. the support system. It’s like It’s like

yyou are workinou are workingg in an in an ororgganism; anism; yyou are not a ou are not a

sinsinggle cell when le cell when yyou are out ou are out there there ppracticinracticingg.”.” —quote from Dr. Nina Schwenk, in —quote from Dr. Nina Schwenk, in

Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from from Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

… … hundredshundreds of of times better times better

here …here …

XFX!XFX!100100X!X!Wow!Wow!

AppendixAppendix

THE “XF-50”: 50 WAYS TO THE “XF-50”: 50 WAYS TO ENHANCEENHANCE

CROSS-FUNCTIONAL CROSS-FUNCTIONAL EFFECTIVENESSEFFECTIVENESS AND AND

DELIVER SPEED, “SERVICE DELIVER SPEED, “SERVICE EXCELLENCE” AND “VALUE-EXCELLENCE” AND “VALUE-

ADDED CUSTOMER ADDED CUSTOMER ‘SOLUTIONS’”‘SOLUTIONS’”

I put this list together a few years ago.I put this list together a few years ago.About as relevant as ever.About as relevant as ever.

1. 1. It’s our organization to make work—or not. It’s not “them,” It’s our organization to make work—or not. It’s not “them,” the outside world that’s the problem. the outside world that’s the problem. The enemy is us.The enemy is us. Period. Period.2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power 2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time, freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time, now and forevermore.now and forevermore.3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an 3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing OffenseAutomatic Firing Offense. Period. No . Period. No appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—that is, make one and all aware why the axe fell.)that is, make one and all aware why the axe fell.)4.4. Everything Everything on the Web. This helps. A lot. (“Everything” = Big word.)on the Web. This helps. A lot. (“Everything” = Big word.)5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de 5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de facto imperative in a Burn-the-Silos strategy.facto imperative in a Burn-the-Silos strategy.

6.6. Project managers rule!!Project managers rule!! Project managers running XF (cross- Project managers running XF (cross-functional) projects are the Elite of the organization, and seen functional) projects are the Elite of the organization, and seen as such and treated as such. (The likes of construction as such and treated as such. (The likes of construction companies have practiced this more or less forever.)companies have practiced this more or less forever.)7. “Value-added Proposition” = Application of integrated resources. (From the entire supply-7. “Value-added Proposition” = Application of integrated resources. (From the entire supply-chain.) To deliver on our emergent business raison d'être, and compete with the likes of our chain.) To deliver on our emergent business raison d'être, and compete with the likes of our Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, UPS and many, many others are selling far more than a product or service that works—the UPS and many, many others are selling far more than a product or service that works—the new “it” is pure and simple a product of XF co-operation; “the product new “it” is pure and simple a product of XF co-operation; “the product isis the co-operation” is the co-operation” is not much of a stretch.not much of a stretch.

8.8. “XF work” is the direct work of leaders! “XF work” is the direct work of leaders!9.9. “Integrated solutions” = Our “Culture.” “Integrated solutions” = Our “Culture.” (Therefore: XF = Our culture.) (Therefore: XF = Our culture.)10. Partner with “best-in-class” only. Their pursuit of Excellence helps us get 10. Partner with “best-in-class” only. Their pursuit of Excellence helps us get beyond petty bickering. An all-star team has little time for anything other than beyond petty bickering. An all-star team has little time for anything other than delivering on the (big) Client promise.delivering on the (big) Client promise.11.11. All functions are created equal! All functions are created equal! All functions contribute equally! All = All. All functions contribute equally! All = All.12. All functions are “PSFs,” Professional Service Firms. “Professionalism” is the 12. All functions are “PSFs,” Professional Service Firms. “Professionalism” is the watchword—and true Professionals rise above turf wars. You are your projects, watchword—and true Professionals rise above turf wars. You are your projects, your legacy is your projects—and the legacy will be skimpy indeed unless you your legacy is your projects—and the legacy will be skimpy indeed unless you pass, with flying colors, the “works well with others” exam!pass, with flying colors, the “works well with others” exam!13.13. We are all in sales! We are all in sales! We all (a-l-l) “sell” those Integrated Client Solutions. We all (a-l-l) “sell” those Integrated Client Solutions. Good salespeople don’t blame others for screw-ups—the Clint doesn’t care. Good Good salespeople don’t blame others for screw-ups—the Clint doesn’t care. Good salespeople are “quarterbacks” who make the system work-deliver.salespeople are “quarterbacks” who make the system work-deliver.

14.14. We all invest in “wiring” the Client organization—we We all invest in “wiring” the Client organization—we develop comprehensive relationships in every part develop comprehensive relationships in every part (function, level) of the Client’s organization. (function, level) of the Client’s organization. We pay We pay special attention to the so-called “lower levels,” short special attention to the so-called “lower levels,” short on glamour, long on the ability to make things happen on glamour, long on the ability to make things happen at the “coalface.”at the “coalface.”15. We all “live the Brand”—which is Delivery of Matchless Integrated Solutions 15. We all “live the Brand”—which is Delivery of Matchless Integrated Solutions which transform the Client’s organization. To “live the brand” is to become a which transform the Client’s organization. To “live the brand” is to become a raving fan of XF co-operation.raving fan of XF co-operation.

16. We use the word 16. We use the word “partner”“partner” until we want to barf! (Words matter! A until we want to barf! (Words matter! A lot!)lot!)17. We use the word 17. We use the word “team”“team” until we want to barf. (Words matter! A until we want to barf. (Words matter! A lot!)lot!)18. We use the word 18. We use the word “us”“us” until we want to barf. (Words matter! A lot!) until we want to barf. (Words matter! A lot!)19. We obsessively seek Inclusion—and abhor exclusion. We want more 19. We obsessively seek Inclusion—and abhor exclusion. We want more people from more places (internal, external—the whole “supply chain”) people from more places (internal, external—the whole “supply chain”) aboard in order to maximize systemic benefits.aboard in order to maximize systemic benefits.20. Buttons & Badges matter—we work relentlessly at team (XF team) 20. Buttons & Badges matter—we work relentlessly at team (XF team) identity and solidarity. (“Corny”? Get over it.)identity and solidarity. (“Corny”? Get over it.)21.21. All (almost all) rewards are team rewards. All (almost all) rewards are team rewards.22. We keep base pay rather low—and give whopping bonuses for 22. We keep base pay rather low—and give whopping bonuses for excellent team delivery of “seriously cool” cross-functional Client excellent team delivery of “seriously cool” cross-functional Client benefits.benefits.

23.23. WE NEVER BLAME OTHER PARTS OF THE WE NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR SCREWUPSORGANIZATION FOR SCREWUPS..24.24. WE TAKE THE HEAT—THE WHOLE TEAM. (For anything WE TAKE THE HEAT—THE WHOLE TEAM. (For anything and everything.) (Losing, like winning, is a team affair.)and everything.) (Losing, like winning, is a team affair.)25.25. “BLAMING” IS AN AUTOMATIC FIRING OFFENSE. “BLAMING” IS AN AUTOMATIC FIRING OFFENSE.26.26. “Women rule.” “Women rule.” Women are simply better at the XF communications Women are simply better at the XF communications stuff—less power obsessed, less hierarchically inclined, more group-stuff—less power obsessed, less hierarchically inclined, more group-team oriented.team oriented.

27. Every member of our team is an honored contributor. “XF project 27. Every member of our team is an honored contributor. “XF project Excellence” is an “all hands” affair.Excellence” is an “all hands” affair.28. We 28. We are are our XF Teams! XF project teams are how we get things done.our XF Teams! XF project teams are how we get things done.29. “Wow Projects” rule, large or small—Wow projects demand by definition 29. “Wow Projects” rule, large or small—Wow projects demand by definition XF Excellence.XF Excellence.30. We routinely attempt to unearth and then reward “small gestures” of XF 30. We routinely attempt to unearth and then reward “small gestures” of XF co-operation.co-operation.31. We invite Functional Bigwigs to our XF project team reviews.31. We invite Functional Bigwigs to our XF project team reviews.32. We 32. We insist insist on Client team participation—from all functions of the Client on Client team participation—from all functions of the Client organization.organization.33. An “Open talent market” helps make the projects “silo-free.” People want 33. An “Open talent market” helps make the projects “silo-free.” People want in on the project because of the opportunity to do something memorable—no in on the project because of the opportunity to do something memorable—no one will tolerate delays based on traditional functional squabbling. one will tolerate delays based on traditional functional squabbling. 34. Flat! Flat = Flattened Silos. Flat = Excellence based on XF project 34. Flat! Flat = Flattened Silos. Flat = Excellence based on XF project outcomes, not power-hoarding within functional boundaries. outcomes, not power-hoarding within functional boundaries. 35. New “C-level”? 35. New “C-level”? We more or less need a “C-level” job titled Chief Bullshit We more or less need a “C-level” job titled Chief Bullshit Removal Officer.Removal Officer. That is, some kind of formal watchdog whose role in life is to That is, some kind of formal watchdog whose role in life is to make cross-functionality work, and I.D. those who don’t get with the program.make cross-functionality work, and I.D. those who don’t get with the program.

36.36. Huge (H-U-G-E) co-operation bonuses.Huge (H-U-G-E) co-operation bonuses. Senior team Senior team members who conspicuously shine in the “working members who conspicuously shine in the “working together” bit are rewarded or punished Big Time. (A together” bit are rewarded or punished Big Time. (A million bucks in one case I know—and a non-million bucks in one case I know—and a non-cooperating very senior was sacked.)cooperating very senior was sacked.)

37.37. Get physical!! “Co-location” is the most powerful “culture changer. Get physical!! “Co-location” is the most powerful “culture changer. Physical X-functional proximity is almost a guarantee (yup!) of remarkably Physical X-functional proximity is almost a guarantee (yup!) of remarkably improved co-operation—to aid this one needs flexible workspaces that can improved co-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash.be mobilized for a team in a flash.38.38. Ad hoc. Ad hoc. To improve the new “X-functional Culture,” little XF teams To improve the new “X-functional Culture,” little XF teams should be formed on the spot to deal with an urgent issue—they may live for should be formed on the spot to deal with an urgent issue—they may live for but ten days, but it helps the XF habit, making it normal to be “working the but ten days, but it helps the XF habit, making it normal to be “working the XF way.”XF way.”39. “Deep dip.” Dive three levels down in the organization to fill a senior 39. “Deep dip.” Dive three levels down in the organization to fill a senior role with some one who has been pro-active on the XF dimension.role with some one who has been pro-active on the XF dimension.40. 40. Formal evaluations. Everyone, starting with the Formal evaluations. Everyone, starting with the receptionist, should have an important XF rating receptionist, should have an important XF rating component in their evaluation.component in their evaluation.41. Demand XF experience for, especially, senior jobs. The military requires 41. Demand XF experience for, especially, senior jobs. The military requires all would-be generals and admirals to have served a full tour in a job whose all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional. Great idea! only goals were cross-functional. Great idea! 42. Early project “management” experience. Within days, literally, of coming 42. Early project “management” experience. Within days, literally, of coming aboard folks should be “running” some bit of a project, working with folks aboard folks should be “running” some bit of a project, working with folks from other functions—hence, “all this” becomes as natural as breathing.from other functions—hence, “all this” becomes as natural as breathing.43. “Get ’em out with the customer.” Rarely does the accountant or bench 43. “Get ’em out with the customer.” Rarely does the accountant or bench scientist call on the customer. Reverse that. Give everyone more or less scientist call on the customer. Reverse that. Give everyone more or less regular “customer-facing experiences.” One learnsregular “customer-facing experiences.” One learns quickly that the customer quickly that the customer is not interested in our in-house turf battles!is not interested in our in-house turf battles!

44. Put “it” on the–every agenda. XF “issues to be resolved” should be on 44. Put “it” on the–every agenda. XF “issues to be resolved” should be on every agenda—morning project team review, weekly exec team meeting, etc. A every agenda—morning project team review, weekly exec team meeting, etc. A “next step” within 24 hours (4?) ought to be part of the resolution.“next step” within 24 hours (4?) ought to be part of the resolution.45. XF “honest broker” or ombudsman. The ombudsman examines XF “friction 45. XF “honest broker” or ombudsman. The ombudsman examines XF “friction events” and acts as Conflict Resolution Counselor. (Perhaps a formal conflict events” and acts as Conflict Resolution Counselor. (Perhaps a formal conflict resolution agreement?)resolution agreement?)46. Lock it in! XF co-operation, central to any value-added mission, should be 46. Lock it in! XF co-operation, central to any value-added mission, should be an explicit part of the “Vision Statement.”an explicit part of the “Vision Statement.”47. Promotions. 47. Promotions. Every promotion, no exceptions, should put XF Excellence in Every promotion, no exceptions, should put XF Excellence in the top 5 (3?) evaluation criteria.the top 5 (3?) evaluation criteria.48. Pick partners based on their “co-operation proclivity.” Everyone must be 48. Pick partners based on their “co-operation proclivity.” Everyone must be on board if “this thing” is going to work; hence every vendor, among others, on board if “this thing” is going to work; hence every vendor, among others, should be formally evaluated on their commitment to XF transparency—e.g., should be formally evaluated on their commitment to XF transparency—e.g., can we access anyone at any level in any function of their organization without can we access anyone at any level in any function of their organization without bureaucratic barriers?bureaucratic barriers?49. Fire vendors who don’t “get it”—more than “get it,” welcome “it” with49. Fire vendors who don’t “get it”—more than “get it,” welcome “it” withopen arms.”open arms.”50.50. Jaw. Jaw. Jaw. Jaw. Jaw. Jaw. Talk XF cooperation-value-added at every opportunity. Talk XF cooperation-value-added at every opportunity. Become a relentless bore!Become a relentless bore!

51.51. Excellence!Excellence! There is a “State of XF There is a “State of XF Excellence” per se. Talk about it. Excellence” per se. Talk about it. Pursue it. Aspire to nothing less.Pursue it. Aspire to nothing less.

““STRATEGIC LISTENING”/STRATEGIC LISTENING”/LISTENING EXCELLENCE: LISTENING EXCELLENCE:

CORE VALUE CORE VALUE #1#1!!

4.3.1 4.3.1 11 Mouth, Mouth,

22 EarsEars

““It is the It is the privilege of privilege of wisdom to wisdom to

listen.”listen.” —Oliver Wendell Holmes —Oliver Wendell Holmes

A profound statement.A profound statement.Bosses: Bosses: LISTENING?LISTENING?

““EverEveryyoneone has a has a story to tell, if only story to tell, if only

you have the you have the patience to wait for patience to wait for it and not get in the it and not get in the way of it.”way of it.” —Charles McCarry,—Charles McCarry, Christopher’s Christopher’s

GhostsGhosts

The power of open ears and closed mouth—The power of open ears and closed mouth—as mark of respect-appreciation and as mark of respect-appreciation and priceless source of information-wisdom.priceless source of information-wisdom.

(Novelist Charles McCarry is a (Novelist Charles McCarry is a knowledgeable CIA vet, and in this quote knowledgeable CIA vet, and in this quote he’s referring to de-briefing a defector. he’s referring to de-briefing a defector. Even in such an extreme situation the … Even in such an extreme situation the … closed-mouth-for-as-long-closed-mouth-for-as-long-as-it-takesas-it-takes … strategy is mercilessly … strategy is mercilessly effective.) effective.)

““It’s amazing how this It’s amazing how this seemingly small thing— seemingly small thing—

simsimppllyy ppaayyiningg fierce fierce attention to another,attention to another, reall reallyy askin askingg, reall, reallyy

listeninlistening,g, even durin even duringg a a brief conversationbrief conversation—can —can

evoke such a wholehearted evoke such a wholehearted response.”response.” —Susan Scott, —Susan Scott, Fierce Conversations: Fierce Conversations:

Achieving Success at Work and in Life, One Conversation at a TimeAchieving Success at Work and in Life, One Conversation at a Time

Same point as McCarry.Same point as McCarry.(Situation not quite as fraught as the CIA.)(Situation not quite as fraught as the CIA.)

““Our work, our Our work, our relationships, and, inrelationships, and, in fact, our very lives fact, our very lives

succeed or fail gradually, succeed or fail gradually, then suddenlythen suddenly

——one conversation one conversation at a timeat a time.”.”

—Susan Scott, —Susan Scott, Fierce Conversations: Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a TimeAchieving Success at Work and in Life, One Conversation at a Time

This book is priceless.This book is priceless.The hypothesis is irrefutable: The hypothesis is irrefutable: We We “do”“do” conversations. conversations. (Leaders or non-leaders.)(Leaders or non-leaders.)

““Let SilenceLet Silence Do the Heavy Do the Heavy Lifting”Lifting” —chapter title from Susan —chapter title from Susan

Scott, Scott, Fierce Conversations: Achieving Success at Work and in Fierce Conversations: Achieving Success at Work and in Life,Life,

One Conversation at a Time One Conversation at a Time

““Be Here, Be Here, Prepared To Prepared To Be Nowhere Be Nowhere Else”Else” —chapter title from Susan Scott, —chapter title from Susan Scott,

Fierce Conversations: Achieving Success at Work and in Life,Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time One Conversation at a Time

““Fierce conversations Fierce conversations often do take time. often do take time. The The pproblem is, roblem is, ananyythinthingg else else takes lontakes longgerer.”.”

—Susan Scott, —Susan Scott, Fierce Conversations: Achieving Success at Work Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Timeand in Life, One Conversation at a Time

The art of conversing is the art of The art of conversing is the art of

leadershipleadership!!So … how are your conversational skills?*So … how are your conversational skills?*(*Odds are [sky] high that they are not as (*Odds are [sky] high that they are not as

good/good/FIERCEFIERCE as you think—not by a long as you think—not by a long shot.)shot.)

4.3.2 4.3.2 1818

“The doctor interrupts after …*

*Source: Jerome Groopman, How Doctors Think

Harvard Med School doc Jerome Groopman Harvard Med School doc Jerome Groopman tells us that the patient is the doctor’s best tells us that the patient is the doctor’s best source of evidence about the patient’s source of evidence about the patient’s problem. problem.

Period. Period.

Then, citing hard-nosed research, Then, citing hard-nosed research, Groopman asks, Groopman asks,

“On average, how long does the patient “On average, how long does the patient speak before the doc interrupts …speak before the doc interrupts …

18 …

18 … seconds!

My larger point: My larger point: It ain’t only docs!It ain’t only docs! It’s doubtless pretty much all “experts” It’s doubtless pretty much all “experts” and bossesand bosses!! !! That is …That is …

You.You.Me.Me.

(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.)

LISTENING … LISTENING … the ULTIMATE the ULTIMATE mark of mark of RESPECTRESPECT..

““You can make more You can make more friends in two monthsfriends in two months

bbyy becomin becomingg interested interested in other in other ppeoeopple thanle than you can in two years you can in two years by trying to get other by trying to get other

people interested people interested in you.”in you.” —Dale Carnegie

Listening per se is the very heart and soul Listening per se is the very heart and soul and alpha and omega of (literally) earth-and alpha and omega of (literally) earth-rocking comments like this from the rocking comments like this from the incomparable Dale Carnegie!incomparable Dale Carnegie!

(Query: (Query: Can you train this????Can you train this????))(Answer: (Answer: Damn right you can!Damn right you can!))(Though it may come easier to some than (Though it may come easier to some than others—e.g. WOMEN.) others—e.g. WOMEN.)

““It was much later that I realized It was much later that I realized Dad’s secret. He gained respect by Dad’s secret. He gained respect by giving it. He talked and listened to giving it. He talked and listened to

the fourth-grade kids in Spring Valley the fourth-grade kids in Spring Valley who shined shoes the same way he who shined shoes the same way he talked and listened to a bishop or a talked and listened to a bishop or a

college president.college president. HE WAS HE WAS SERIOUSLY INTERESTED IN SERIOUSLY INTERESTED IN

WHO YOU WERE AND WHO YOU WERE AND WHAT YOU HAD TO SAY.”WHAT YOU HAD TO SAY.”

—Sara Lawrence-Lightfoot, Respect

““I wasn’t bowled over by I wasn’t bowled over by [David Boies’][David Boies’] intelligence … What impressed me was intelligence … What impressed me was

that when he asked a question, he waited that when he asked a question, he waited for an answer. for an answer. HE NOT ONLY HE NOT ONLY

LISTENED … LISTENED … HE MADE ME HE MADE ME FEEL LIKE I WAS THE ONLY FEEL LIKE I WAS THE ONLY PERSON IN THE ROOMPERSON IN THE ROOM.”.” ——

Lawyer Kevin _____, on his first, inadvertent meeting with Lawyer Kevin _____, on his first, inadvertent meeting with renowned attorney David Boies, from Marshall Goldsmith, “The renowned attorney David Boies, from Marshall Goldsmith, “The

One Skill That Separates,” One Skill That Separates,” Fast CompanyFast Company

““The best leaders The best leaders talk talk withwith people, people, not at them.”not at them.” —Susan Scott, —Susan Scott,

“Let Silence Do the Heavy Listening,” chapter title, “Let Silence Do the Heavy Listening,” chapter title, Fierce Conversations: Achieving Success at Work and in Life,Fierce Conversations: Achieving Success at Work and in Life,

One Conversation at a Time One Conversation at a Time

Redux: Redux: Listening = Respect &Listening = Respect & Appreciation, ultimate Appreciation, ultimate marker thereof. marker thereof.

(FYI: (FYI: RespectRespect is a marvelous book.) is a marvelous book.)

““My education in leadership began in Washington when I was an assistant to My education in leadership began in Washington when I was an assistant to Defense Secretary William Perry. He was universally loved and admired by Defense Secretary William Perry. He was universally loved and admired by

heads of state … and our own and allied troops. heads of state … and our own and allied troops. A lot of that was A lot of that was because of the wabecause of the wayy he listened. Each he listened. Each pperson who talked to erson who talked to

him had his comhim had his compplete, undivided attention. Everlete, undivided attention. Everyyone one blossomed in his blossomed in his ppresence, because he was so resresence, because he was so resppectful, ectful,

and I realized I wanted to affect people the same wayand I realized I wanted to affect people the same way..

““Perry became my role model but that was not enough. Something bigger had Perry became my role model but that was not enough. Something bigger had to happen, and it did. It was painful to realize how often I just pretended to to happen, and it did. It was painful to realize how often I just pretended to hear people. hear people. How manHow manyy times had I barel times had I barelyy gglanced up from mlanced up from myy

work when a subordinate came into mwork when a subordinate came into myy office? I wasn’t office? I wasn’t ppayinayingg attention; I was markin attention; I was markingg time until it was m time until it was myy turn to turn to

gigive ordersve orders.. That revelation led me to a new personal goal. I vowed to treat That revelation led me to a new personal goal. I vowed to treat every encounter with every person on Benfold every encounter with every person on Benfold (Abrashoff was the Captain)(Abrashoff was the Captain) as as

the most important thing at that moment. It wasn’t easy, but my crew’s the most important thing at that moment. It wasn’t easy, but my crew’s enthusiasm and ideas kept me going.enthusiasm and ideas kept me going.

““It didn’t take me long to realize that my young crew was smart, talented and It didn’t take me long to realize that my young crew was smart, talented and full of good ideas that usually came to nothing because no one in charge had full of good ideas that usually came to nothing because no one in charge had

ever listened to them. …ever listened to them. … I DECIDED THAT MI DECIDED THAT MYY JOB WAS TO LISTEN JOB WAS TO LISTEN AAGGGGRESSIVELRESSIVELYY …” …”

——Mike Abrashoff,Mike Abrashoff, It’s Your Ship: Management Techniques from the Best Damn Ship in the It’s Your Ship: Management Techniques from the Best Damn Ship in the NavyNavy

Mike Abrashoff is one the most pursued Mike Abrashoff is one the most pursued “management gurus.” His approach to “management gurus.” His approach to effectively commanding a U.S. Navy guided effectively commanding a U.S. Navy guided missile destroyer is admired far and wide. missile destroyer is admired far and wide. Among the primary tactics he used was Among the primary tactics he used was

““AGGRESSIVE AGGRESSIVE LISTENINGLISTENING”” —not —not exactly the norm for ship captains, or, for exactly the norm for ship captains, or, for that matter, the average manager.that matter, the average manager.

Tweets on Listening/November 2011Tweets on Listening/November 2011Hustle essential. But remember to routinely take-make the time to Hustle essential. But remember to routinely take-make the time to

engage people at a personal level about professional issues-engage people at a personal level about professional issues-opportunities.opportunities.

People are on to you! They are able in a flash to discern that even People are on to you! They are able in a flash to discern that even though you asked a question you are not tuned in to their response.though you asked a question you are not tuned in to their response.

If you ask a question and don't ask 2 or 3 follow up questions, If you ask a question and don't ask 2 or 3 follow up questions, odds are you weren't listening to the answer.odds are you weren't listening to the answer.

If you are "listening" and in your mind preparing your response, If you are "listening" and in your mind preparing your response, then, duh, you then, duh, you aren'taren't listening! listening!

I grew up near railroad crossings. As kids we I grew up near railroad crossings. As kids we had drummed into us, had drummed into us, ""StoStop. p. LookLook. .

ListenListen."." Bosses should religiously heed this Bosses should religiously heed this advice!advice!

You must introduce a core training course in listening. Label it You must introduce a core training course in listening. Label it "Fundamentals of execution." Execution hinges on listening—"Fundamentals of execution." Execution hinges on listening—

It’s not a solo act.It’s not a solo act.Listening is a pListening is a pururpposefuloseful act requiring effort and act requiring effort and 100100% attention. % attention.

There’s nothing casual or automatic about it.There’s nothing casual or automatic about it.Listening is expensive. It's just that the alternative is far more Listening is expensive. It's just that the alternative is far more

expensive.expensive.

F.Y.I.F.Y.I.

The only true The only true gift is a gift is a

portion of portion of yourself.yourself.

——Ralph Waldo EmersonRalph Waldo Emerson

RealReal listening listening isis about opening oneself up. about opening oneself up. It is a gift. And it is … It is a gift. And it is … sooooooooooooooooooosooooooooooooooooooo … far beyond … far beyond going through the motions. going through the motions.

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!

And more …And more …(Pretty clear, eh?)(Pretty clear, eh?)(Think about these, one-at-a-time.)(Think about these, one-at-a-time.)

Best Listeners Win …Best Listeners Win …

““IF YOU DON’T IF YOU DON’T LISTEN, YOU LISTEN, YOU DON’T SELL DON’T SELL ANYTHING.”ANYTHING.”——Carolyn Marland, CEO, Guardian GroupCarolyn Marland, CEO, Guardian Group

**8 of 10 sales **8 of 10 sales presentations failpresentations fail****50% failed sales presentations … talking “at” before listening!—Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, —Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, Fierce Conversations: Achieving Success at Work and in Life,Fierce Conversations: Achieving Success at Work and in Life,One Conversation at a TimeOne Conversation at a Time

10 Essential Selling Principles Most Salespeople Get 10 Essential Selling Principles Most Salespeople Get Wrong Wrong

1. Assuming the problem that the prospect communicates is the 1. Assuming the problem that the prospect communicates is the real problem. real problem.

2. Thinking that your sales “presentation” will seal the deal.2. Thinking that your sales “presentation” will seal the deal.

3. 3. Talking too much.

4. Believing that you can sell anybody anything. 4. Believing that you can sell anybody anything. 5. Overeducating the prospect when you should be selling. 5. Overeducating the prospect when you should be selling. 6. Failing to remember that salespeople are decision-makers, 6. Failing to remember that salespeople are decision-makers,

too.too.7. Reading minds. 7. Reading minds. 8. Working as an “unpaid consultant” to seal the deal.8. Working as an “unpaid consultant” to seal the deal.9. Being your own worst enemy.9. Being your own worst enemy.10. Keeping your fingers crossed that a prospect doesn’t notice 10. Keeping your fingers crossed that a prospect doesn’t notice

a problem. a problem. Source: Source: ForbesForbes/0503.13/0503.13

4.3.3 4.3.3 Step Step #1#1***Right now*Right now

““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

Nice.Nice.

4.3.54.3.5 ##11

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 Commitment Centerpiece of our Commitment to Respect and Engagement to Respect and Engagement

and Community and Growth.”and Community and Growth.”

Core Value Core Value #1#1..I’m … I’m … DEAD SERIOUSDEAD SERIOUS..(Please be so kind as to consider.)(Please be so kind as to consider.)

Part Part ONEONE: : LISTENLISTEN** (pp(pp1111--116116, of 364), of 364)

**““The keThe keyy to ever to everyy one of our [ei one of our [eigght] leadershiht] leadershipp attributes was the vital imattributes was the vital impportance of a leader’s ortance of a leader’s abilitabilityy to listen to listen.”.” (One of Branson’s personal keys to listening(One of Branson’s personal keys to listening

is note-taking—he has is note-taking—he has hundredshundreds of notebooks.) of notebooks.)

Source: Source: Richard BransonRichard Branson,, The Virgin Way: How to The Virgin Way: How to ListenListen, Learn, Laugh, and Lead, Learn, Laugh, and Lead

Richard Branson would appear to agree with Richard Branson would appear to agree with the primacy of listening. The entirety of the primacy of listening. The entirety of Part ONEPart ONE of his book of his book The Virgin WayThe Virgin Way, , pages pages 11-116 (of 364), is titled, simply, 11-116 (of 364), is titled, simply, “Listen.”“Listen.”

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?

4.3.6 4.3.6 A ProfessionA Profession

*Listening is of the*Listening is of the utmost … utmost … STRATEGICSTRATEGIC importance! importance!*Listening is a proper … *Listening is a proper … CORECORE VALUE VALUE !! *Listening is … *Listening is … TRAINABLE TRAINABLE !!

*Listening is a … *Listening is a … PROFESSION PROFESSION !!

Listening can be Listening can be STUDIEDSTUDIED and and

PRACTICEDPRACTICED to the same to the same extent and in the same fashion as extent and in the same fashion as learning to play the piano or cello.learning to play the piano or cello.

Listen! Ask! Read! Study!Listen! Ask! Read! Study!••Listening Leaders: The Ten Golden Rules To Listen, Lead & SucceedListening Leaders: The Ten Golden Rules To Listen, Lead & Succeed — —Lyman Steil and Richard BommeljeLyman Steil and Richard Bommelje••The Zen of Listening—The Zen of Listening—Rebecca ShafirRebecca Shafir••Effective Listening Skills—Effective Listening Skills—Dennis Kratz and Abby Robinson KratzDennis Kratz and Abby Robinson Kratz••Are You Really Listening?—Are You Really Listening?—Paul Donoghue and Mary SiegelPaul Donoghue and Mary Siegel••Active Listening: Improve Your Ability to Listen and Lead—Active Listening: Improve Your Ability to Listen and Lead—Michael HoppeMichael Hoppe••Listening: The Forgotten Skill—Listening: The Forgotten Skill—Madelyn Burley-AllenMadelyn Burley-Allen••Leading with Questions: How Leaders Find the Right Solutions Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask—by Knowing What to Ask—Michael MarquardtMichael Marquardt••Smart Questions: Learn to Ask the Right Questions for Powerful Smart Questions: Learn to Ask the Right Questions for Powerful Results—Results—Gerald Nadler and William ChandonGerald Nadler and William Chandon••The Art of Asking: Ask Better Questions, Get Better Answers—The Art of Asking: Ask Better Questions, Get Better Answers—Terry Terry FademFadem••How to Ask Great Questions—How to Ask Great Questions—Karen Lee-ThorpKaren Lee-Thorp••Change Your Questions, Change Your Life—Change Your Questions, Change Your Life—Marilee AdamsMarilee Adams••Asking the Right Questions: A Guide to Critical ThinkingAsking the Right Questions: A Guide to Critical Thinking — —Neil Browne and Stuart KeeleyNeil Browne and Stuart Keeley*Crucial Conversations—*Crucial Conversations—Kerry Patterson, Joseph Grenny, Ron McMillan,Kerry Patterson, Joseph Grenny, Ron McMillan, Al SwitzlerAl Switzler*Crucial Confrontations—*Crucial Confrontations—Kerry Patterson, Joseph Grenny, Ron McMillan,Kerry Patterson, Joseph Grenny, Ron McMillan, Al SwitzlerAl Switzler

(MUST) Start with these two:(MUST) Start with these two:*Crucial Conversations*Crucial Conversations — —Kerry Patterson, JosephKerry Patterson, Joseph Grenny, Ron McMillan,Grenny, Ron McMillan, Al SwitzlerAl Switzler*Crucial Confrontations*Crucial Confrontations — —Kerry Patterson, JosephKerry Patterson, Joseph Grenny, Ron McMillan,Grenny, Ron McMillan, Al SwitzlerAl Switzler

Starter reading list.Starter reading list.

(The real point of the list is that there is (The real point of the list is that there is such a list. That is, listening—and its mate, such a list. That is, listening—and its mate, asking effective questions—is a subject asking effective questions—is a subject that can be rigorously studied; getting us that can be rigorously studied; getting us waaaaay beyond a few stirring guru one-waaaaay beyond a few stirring guru one-liners.)liners.)

DOES EVERYONE IN YOUR DOES EVERYONE IN YOUR ORGANIZATION—NEW HIRE ORGANIZATION—NEW HIRE TO CEO—GO THROUGH A TO CEO—GO THROUGH A

RIGOROUSRIGOROUS TRAINING TRAINING COURSECOURSE SOLELY DEVOTED SOLELY DEVOTED

TO LISTENING SKILLS? TO LISTENING SKILLS? (WITH REFRESHER COURSES FOR ALL MANAGERS.)(WITH REFRESHER COURSES FOR ALL MANAGERS.)

Soooooo??????Soooooo??????

4.3.7 4.3.7 Ear MuscleEar Muscle Exercise = Exercise = H-A-R-D H-A-R-D

WorkWork!!

Trevor Gay: Trevor Gay: “I once had a boss who “I once had a boss who regularly asked me,regularly asked me, ‘‘Have Have

you given your you given your team a good team a good

listeninglistening to lately?’to lately?’ ” ”

If you ain't exhausted If you ain't exhausted (after a serious (after a serious

conversation), then you conversation), then you weren't really listening.*weren't really listening.*

(*That is not a throwaway line.)(*That is not a throwaway line.)

Really listening is literally the Really listening is literally the most exhausting activity I most exhausting activity I

know—that includes vigorous know—that includes vigorous physical activities.physical activities.

4.3.8 4.3.8 1 Mouth1 Mouth 22 Ears Ears

The Last Word The Last Word

““Never miss Never miss a good chance a good chance to shut up.”to shut up.”

—Will Rogers—Will Rogers

MEETINGS = MEETINGS = LEADERSHIP LEADERSHIP

OPPORTUNITY OPPORTUNITY

#1#1. (BELIEVE IT. (BELIEVE IT!!))

Bitch all you Bitch all you want, but want, but meetinmeetinggss

are what you are what you (boss) (boss) dodo!!

4.4.14.4.1 THOROUGHLY THOROUGHLY RE-THINK YOUR RE-THINK YOUR APPROACH TO APPROACH TO

MEETINGSMEETINGS!!

Bitch all you Bitch all you want, but want, but meetinmeetinggss

are what you are what you (boss) (boss) dodo!!

Bosses above “hands on” shift supervisors Bosses above “hands on” shift supervisors may well … may well … spend the majority of spend the majority of their timetheir time … in meetings. Meetings, for … in meetings. Meetings, for one and all, participant or leader, may be one and all, participant or leader, may be the #1 topic of bitching.the #1 topic of bitching.

Nonetheless …Nonetheless …

They are “how we spend our time.”They are “how we spend our time.”Consequences?Consequences?Staggering.Staggering.

MEETINGS = MEETINGS = #1#1 LEADERSHIP LEADERSHIP

OPPORTUNITYOPPORTUNITY

If If You You == Your calendar Your calendar (a fact) and (a fact) and your calendar “says” that meetings are your calendar “says” that meetings are your pre-occupation, then like it or not your pre-occupation, then like it or not meetings are by definition … meetings are by definition … the the principal stage for exhibiting principal stage for exhibiting leadershipleadership..

Q.E.D.Q.E.D.

Meetings are Meetings are #1#1 thing bosses thing bosses

dodo. Therefore, . Therefore, 100%100% of of those meetings:those meetings: EXCELLENCE. EXCELLENCE. ENTHUSIASM. ENTHUSIASM. ENGAGEMENT. ENGAGEMENT.

LEARNING. TEMPO. LEARNING. TEMPO. WORK-OF-ARTWORK-OF-ART.. DAMN IT. DAMN IT.

The idea of using “meeting” and The idea of using “meeting” and “excellence” in the same sentence may “excellence” in the same sentence may strike you as absurd. But, again, if meetings strike you as absurd. But, again, if meetings are … are … your principal (leadership) stageyour principal (leadership) stage … … then they must either be the platform for then they must either be the platform for the aspiration and expression of Excellence the aspiration and expression of Excellence or you are not serious about Excellence.or you are not serious about Excellence.

Q.E.D.Q.E.D.

Meeting:Meeting: EverEveryy meetin meetingg that that does not stir the imadoes not stir the imaggination ination

and curiosity of attendees and and curiosity of attendees and increase bondinincrease bondingg and co- and co-

oopperation and eneration and enggaaggement ement and sense of worth and and sense of worth and

motivate ramotivate rappid action and id action and enhance enthusiasm is a enhance enthusiasm is a

ppermanentlermanentlyy lost o lost opppportunitortunity.y.

Fact.Fact.Period.Period.

Think about it.Think about it.Long.Long.And hard.And hard.

MEETING = MEETING = THEATERTHEATER

Meeting:Meeting: ““TheaterTheater of of inquiry and persuasion inquiry and persuasion

and motivation and and motivation and engagement and engagement and

enhanced teamwork”enhanced teamwork”

A meeting for the leader is pure, A meeting for the leader is pure, unadulterated theater. unadulterated theater.

It is the stage on which you express your It is the stage on which you express your aspirations and values. The stage on which aspirations and values. The stage on which you demonstrate your approach to inquiry you demonstrate your approach to inquiry that you aim to instill throughout the that you aim to instill throughout the organization. The stage on which you cajole organization. The stage on which you cajole others to hop aboard and stay aboard. The others to hop aboard and stay aboard. The stage on which the notions of accountability stage on which the notions of accountability for actions is forged. Etc.for actions is forged. Etc.

Prepare for a Prepare for a meeting/every meeting/every

meeting as if your meeting as if your professional life and professional life and

legacy depended on it.legacy depended on it.

ItIt doesdoes..

A meeting worth calling is a meeting worthy A meeting worth calling is a meeting worthy of intensive preparation. Your aim should be of intensive preparation. Your aim should be high—and high—and strategicstrategic. Even when the topic is . Even when the topic is “trivial.” “trivial.”

When it comes to modeling and When it comes to modeling and underscoring core values, there is no such underscoring core values, there is no such thing as a “minor” meeting. thing as a “minor” meeting.

FYI:FYI: This is … This is … notnot … a rant about … a rant about

“conducting “conducting better meetings.”better meetings.”

Most of the “meetings literature” is Most of the “meetings literature” is devoted to “running better meetings,” devoted to “running better meetings,” “running shorter meetings,” etc. Doubtless “running shorter meetings,” etc. Doubtless of value—but dangerously missing the of value—but dangerously missing the point.point.

If the meeting is the leader’s principal If the meeting is the leader’s principal platform for instilling values, etc., then the platform for instilling values, etc., then the objective is far far beyond “efficient objective is far far beyond “efficient behaviors.” behaviors.”

Random Thoughts on Meetings: If They Fail to Excite … Random Thoughts on Meetings: If They Fail to Excite … It’s Your Fault!It’s Your Fault!Going to a simple cocktail party last night. Found myself, out of habit, scriptingGoing to a simple cocktail party last night. Found myself, out of habit, scripting

1st comments for various people. BEGINNINGS = THE BALLGAME.1st comments for various people. BEGINNINGS = THE BALLGAME.

Forget the "meat." (More or less.) Forget the "meat." (More or less.) Beginnings and endings overwhelm Beginnings and endings overwhelm middles!middles!

Cocktail party, someone a little over their ethanol limit makes loudishCocktail party, someone a little over their ethanol limit makes loudish questionable remark as they leave—that's all you remember.questionable remark as they leave—that's all you remember.

EverEveryy meetin meetingg needs an ener needs an energgetic-excitinetic-excitingg start and a blow-out start and a blow-out endinendingg which launches the “To dos" with vigor which launches the “To dos" with vigor..

Never ever begin a meeting with "Let's get started." Begin it with a plungeNever ever begin a meeting with "Let's get started." Begin it with a plunge not a tiptoe—e.g., some exciting-surprising nugget.not a tiptoe—e.g., some exciting-surprising nugget.

Perhaps begin with a show of enthusiasm, maybe a 90-second report on some Perhaps begin with a show of enthusiasm, maybe a 90-second report on some little thing that went well, maybe with a kudo to someone at the meeting.little thing that went well, maybe with a kudo to someone at the meeting.

You damn well better believe that superb beginnings and inspiring You damn well better believe that superb beginnings and inspiring endings do not occur by accident!endings do not occur by accident!

Right before meeting ends, quickly ask each person how they Right before meeting ends, quickly ask each person how they FEELFEEL about the about the take-aways. Deal now with frowns/dis-engagement.take-aways. Deal now with frowns/dis-engagement.

And if you've got a mega-frowner who didn't speak up, try to And if you've got a mega-frowner who didn't speak up, try to casually/unobtrusively catch him-her for a moment as you leave.casually/unobtrusively catch him-her for a moment as you leave.

I NEVER start presentations with a title slide; I usually begin with a PowerPoint I NEVER start presentations with a title slide; I usually begin with a PowerPoint slide of half a quote, relevant to the presentation, without punch line—a slide of half a quote, relevant to the presentation, without punch line—a

shameless teaser. shameless teaser.

FYI: Remember, one person's humorous remark is another person's insult. FYI: Remember, one person's humorous remark is another person's insult. "Humorous" remarks should NEVER be at someone' else's expense!!!!"Humorous" remarks should NEVER be at someone' else's expense!!!!

Some “stuff.”Some “stuff.”

Yes they Yes they (still)(still) will. will.

In the age of high-tech, meetings will In the age of high-tech, meetings will matter more than ever. With team-matter more than ever. With team-member separation increasingly the member separation increasingly the norm, more prep than ever is required norm, more prep than ever is required to bring vitality to an “electronic to bring vitality to an “electronic meeting”—with, perhaps, a wildly meeting”—with, perhaps, a wildly multi-cultural composition.multi-cultural composition.

Suggested addition to your statement of Core Suggested addition to your statement of Core Values: Values: Like it or not, gatherings Like it or not, gatherings

(meetings) are a big part of (meetings) are a big part of organized life. We are determined organized life. We are determined to make every meeting a positive to make every meeting a positive platform for developing people, platform for developing people,

building teamwork, spurring building teamwork, spurring innovation and re-enforcing our innovation and re-enforcing our

culture.culture.

Worthy of inclusion in our governing Credo.Worthy of inclusion in our governing Credo.

4.4.2 4.4.2 PREPARATION FORPREPARATION FOR EVERYDAY EVERYDAY

AFFAIRS: LARGELY AFFAIRS: LARGELY OVERLOOKED!OVERLOOKED!

REPEAT:REPEAT: Prepare for a Prepare for a meeting/every meeting/every

meeting as if your meeting as if your professional life and professional life and

legacy depended on it.legacy depended on it.

REPEAT:REPEAT: ItIt doesdoes..

REPEAT:REPEAT: A meeting worth calling is a A meeting worth calling is a meeting worthy of intensive preparation. meeting worthy of intensive preparation. Your aim should be high—and Your aim should be high—and strategicstrategic. . Even when the topic is “trivial.” Even when the topic is “trivial.”

When it comes to modeling and When it comes to modeling and underscoring core values, there is no such underscoring core values, there is no such thing as a “minor” meeting. thing as a “minor” meeting.

THE THREE MINUTE THE THREE MINUTE Rule: Rule: So what about So what about

the other 45?the other 45?

A basketball coach remarked that most A basketball coach remarked that most practices focused on dribbling and shooting. practices focused on dribbling and shooting. Yet the reality is, star or not, that a player Yet the reality is, star or not, that a player only has his or her hands on the ball for … only has his or her hands on the ball for … 3 to 4 minutes a game3 to 4 minutes a game. (Out of . (Out of 48.)48.)

And yet practice doesn’t focus on how you And yet practice doesn’t focus on how you

play play 94%94% of the time! of the time!

Business is the same way …Business is the same way …

Prep! Prep! Prep! Prep! Prep!Prep! Prep! Prep! Prep! Prep!

Meetings.Meetings.Phone calls. Phone calls.

Emails.Emails.Conversations.Conversations.

The “94%” in business is … meetings, short The “94%” in business is … meetings, short conversations, phone calls, etc.conversations, phone calls, etc.

Do you Do you carefully carefully

prepare for the prepare for the 94%:94%: Meetings. Meetings.

Phone calls. Emails. Phone calls. Emails. Conversations.Conversations.

I am a champion of opportunism, I am a champion of opportunism, adhocracy, informality and the like. But …adhocracy, informality and the like. But …

We do schedule a lot of meetings and calls We do schedule a lot of meetings and calls and conversations. And a ton of emails.and conversations. And a ton of emails.

And, my observation is that we plan out And, my observation is that we plan out and rehearse very few of these events. Not and rehearse very few of these events. Not an hour, or maybe not even fifteen an hour, or maybe not even fifteen minutes. minutes.

But how about 10 minutes?But how about 10 minutes?

Objective.Objective.Opener.Opener.

2 or 3 key points.2 or 3 key points.Sensitivities to Sensitivities to watch out for.watch out for.

Etc.Etc.

There is nothing sacred about this list. It is There is nothing sacred about this list. It is merely suggestive. But I would recommend merely suggestive. But I would recommend you carry around a little note card or some you carry around a little note card or some such to remind you of something like these such to remind you of something like these 4 ideas. And a little note card (paper or 4 ideas. And a little note card (paper or electronic) which lays out on a 3-inch by 5-electronic) which lays out on a 3-inch by 5-inch square the answers to something like inch square the answers to something like the list on this slide. It’ll take you 10 or 15 the list on this slide. It’ll take you 10 or 15 minutes I expect to write that little 3 X 5 minutes I expect to write that little 3 X 5 card—voilà, there’s your prep time.card—voilà, there’s your prep time.

(I suggest that you (I suggest that you notnot do this in your head do this in your head—the idea is semi-formalism!)—the idea is semi-formalism!)

The case of email!The case of email!

Most of us write a ton of emails every Most of us write a ton of emails every day. Many are one-liners. But quite a few day. Many are one-liners. But quite a few are 10 liners. A hasty 10-liner can set are 10 liners. A hasty 10-liner can set back a relationship for a week or a month back a relationship for a week or a month or even forever.or even forever.

I’m not arguing that you go through the I’m not arguing that you go through the four points above for every email—or four points above for every email—or maybe I am, or some approximation maybe I am, or some approximation thereof.thereof.

The simple fact is that I know of no one The simple fact is that I know of no one who has not screwed up something big who has not screwed up something big because of a sloppy email. I sure as hell because of a sloppy email. I sure as hell have!have!

You are You are clueless …clueless …

Fact is, except in a general way, that we Fact is, except in a general way, that we are clueless about “where the recipient’s are clueless about “where the recipient’s head is at” ... at this particular moment.head is at” ... at this particular moment.You know where he stands on an issue (or You know where he stands on an issue (or at least you think you do). But you don’t at least you think you do). But you don’t know that he had a monster blowup with know that he had a monster blowup with his wife last night regarding one of the his wife last night regarding one of the kids. Or one of a hundred things like that. kids. Or one of a hundred things like that. So when you send him that somewhat So when you send him that somewhat sensitive email … you could be igniting a sensitive email … you could be igniting a major conflagration. major conflagration. I’m not suggesting you not send the I’m not suggesting you not send the email, but I am suggesting you give that email, but I am suggesting you give that likely sensitive remark a 2 or 3 minute likely sensitive remark a 2 or 3 minute look—watch out for carelessness, look—watch out for carelessness, especially if you’re a fast typist!especially if you’re a fast typist!

THIS IS (VERY) THIS IS (VERY) IMPORTANT!IMPORTANT!1. This is what you … do. 1. This is what you … do. 2. Hence this is all about2. Hence this is all about leadership at the sub-leadership at the sub- atomic level.atomic level.3. Take some3. Take some (SIGNIFICANT) care with(SIGNIFICANT) care with every item.every item.4. 4. This is what you This is what you dodo..

Amen. Amen.

1B11B1: FOUR : FOUR ((REALLYREALLY) FIRST ) FIRST THINGS BEFORE THINGS BEFORE FIRST THINGS …FIRST THINGS …

In summary …In summary …

Four First Things Before First Things: Core Values/Four First Things Before First Things: Core Values/ Sustainable Competitive Advantages/Pillars of EXCELLENCE Sustainable Competitive Advantages/Pillars of EXCELLENCE

1. 1. EXCELLENCEEXCELLENCE … First-line management cadre as … First-line management cadre as engineengine of enterprise performance! of enterprise performance!

2. 2. EXCELLENCE EXCELLENCE … Value-added … Value-added opportunity #1opportunity #1 through through seamless cross-functional integration! seamless cross-functional integration!

3. 3. EXCELLENCEEXCELLENCE … “Strategic” … “Strategic” listening listening as peerlessas peerless enterprise differentiator! enterprise differentiator!

4.4. EXCELLENCEEXCELLENCE … “Hated” … “Hated” meetings meetings as premier leadershipas premier leadership tool for tool for development/“culture”/direction.development/“culture”/direction.

Suggested addition to your statement of Core Suggested addition to your statement of Core Values: Values: “We are obsessed with “We are obsessed with developing a cadre of 1st line developing a cadre of 1st line managers that is second to managers that is second to

none—we understand that the none—we understand that the EXCELLENCE of this cadre per EXCELLENCE of this cadre per se is arguably one of our top se is arguably one of our top two or three most important two or three most important

‘Strategic Assets.’”‘Strategic Assets.’”

Suggested addition to your statement of Core Suggested addition to your statement of Core Values: Values: “We will not rest until “We will not rest until seamless cross-functional seamless cross-functional

integration/communication has integration/communication has become our primary source of become our primary source of

value-added. EXCELLENCE in cross-value-added. EXCELLENCE in cross-functional integration shall become functional integration shall become

a a daildaily y oopperational erational passion for passion for 100100% of us.”% of us.”

Suggested addition to your statement of Core Suggested addition to your statement of Core Values: Values: “We are Effective “We are Effective

Listeners—we treat Listening Listeners—we treat Listening EXCELLENCE as the EXCELLENCE as the

Centerpiece of our Commitment Centerpiece of our Commitment to Respect and Engagement to Respect and Engagement

and Community and Growth.”and Community and Growth.”

Suggested addition to your statement of Core Suggested addition to your statement of Core Values: Values: “Like it or not, gatherings “Like it or not, gatherings

(meetings) are a big part of (meetings) are a big part of organized life. We are determined organized life. We are determined to make every meeting a positive to make every meeting a positive platform for developing people, platform for developing people,

building teamwork, spurring building teamwork, spurring innovation and re-enforcing our innovation and re-enforcing our

culture.”culture.”

PLEASE …PLEASE …

Go ahead.Go ahead.Make my day.Make my day.

Get serious about Get serious about ONEONE of these of these four.four.Just one.Just one.Now.Now.Please.Please.