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Two things Before we begin …

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Two things Before we begin …

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

  2. Two things Before we begin …

  3. #1

  4. If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

  5. Employee retention & satisfaction:Overwhelmingly based on the first-line manager!Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently

  6. Capital Asset *Selecting and training and mentoring one’s pool of front- line managers can be a “Core Competence” of surpassing strategic importance.*Put under a microscope every attribute of the cradle-to- grave process of building the capability of our cadre of front-line managers.

  7. Suggested addition to your statement of Core Competencies: “We are obsessed with developing a cadre of 1st line managers that is second to none—we understand that this cadre per se is arguably one of our top two or three most important ‘Strategic Assets.’”

  8. I am sure you “spend time” on this. My question: Is it an … OBSESSION …worthy of the impact it has on enterprise performance?

  9. #2

  10. XFX = #1

  11. Never waste a lunch!

  12. ???? % XF lunches* *Measure! Monthly! Part of evaluation! [The PA’s Club.]

  13. “XFX Social Accelerators.” 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.) 2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.) 3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.) 4. Invite counterparts in other functions to your team meetings. Religiously. Ask them to present “cool stuff” from “their world” to your group. (B-I-G deal; useful and respectful.) 5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an email of “Thanks” for some sort of XFX gesture by your folks and some other function’s folks.) 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “Annual All-Star Supporters [from other groups] Banquet” modeled after superstar salesperson banquets. 7. Discuss—A SEPARATE AGENDA ITEM—good and problematic acts of cross-functional co-operation at every Team Meeting.

  14. “Allied commands depend on mutual confidence [and this confidence] is gained, above all through the development offriendships.” —General D.D. Eisenhower, Armchair General* (05.08)*“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future coalition command

  15. “XFX Social Accelerators.” 8. When someone in another function asks for assistance, respond with … more … alacrity than you would if it were the person in the cubicle next to yours—or even more than you would for a key external customer. (Remember, XFX is the key to Customer Retention which is in turn the key to “all good things.”) 9. Do not bad mouth ... “the damned accountants,” “the bloody HR guy.” Ever. (Bosses: Severe penalties for this—including public tongue-lashings.) 10. Get physical!! “Co-location” may well be the most powerful “culture change lever.” Physical X-functional proximity is almost a … guarantee … of remarkably improved co-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash. 11. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.) 12. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional achievements. 13. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal success—in terms of organizational career, freelancer/Brand You, or as entrepreneur.

  16. Geologists + Geophysicists + A little bit of love =Oil

  17. THE WHOLE POINT HERE IS THAT “XFX” IS ALMOST CERTAINALY THE #1 OPPORTUNITY FOR STRATEGIC DIFFERENTIATION. WHILE MANY WOULD LIKELY AGREE, IN OUR MOMENT-TO-MOMENT AFFAIRS, XFX PER SE IS NOT SO OFTEN VISIBLY & PERPETUALLY AT THE TOP OF EVERY AGENDA. I ARGUE HERE FOR NO LESS THAN … VISIBLE. CONSTANT. OBSESSION.

  18. C(I) > C(E) Lunch Kudos Learning/ Presence/Presentations Facetime C(E) Transparency Awards Co-locate/Geologists-Geophysicists Time!!!!!!!!!!!!!!!!!!!!!!!!!! Motherhood (“If don’t take credit …”) Staff C.Sat./Unicredit

  19. Excellence: The 8H “Theory of Everything” ExpoManagement Mexico Centro de Exposiciones Banamex 10 November 2010/Tom Peters (Slides at tompeters.com)

  20. All you need to know …HiltonHowardHerbHenry IHenry IIHillHelgesenHsieh

  21. Conrad Hilton, at a gala celebrating his career, was asked,“What was the most important lesson you’ve learned in your long and distinguished career?”His immediate answer …

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

  23. “Execution isstrategy.”—Fred Malek

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

  25. “Execution isasystematic processof rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

  26. “In real life, strategy is actually very straightforward. Pick a general direction … andimplementlikehell”—Jack Welch

  27. “Costco figured out the big, simple things and executed with total fanaticism.”—Charles Munger, Berkshire Hathaway

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

  29. All you need to know …HiltonHowardHerbHenry IHenry IIHillHelgesenHsieh

  30. 25

  31. MBWAManaging By Wandering Around/HP

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

  33. “You must bethe change you wish to see in the world.”Gandhi

  34. “It’s always showtime.”—David D’Alessandro, Career Warfare

  35. “It suddenly occurred to me that in the space of two or three hours …

  36. “It suddenly occurred to me that in the space of two or three hours …he never talked about cars.” —Les Wexner

  37. “On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy. … Your main constituencies are your employees, your customers and your products.” —Jack Welch, FT, 0313.09, page 1

  38. “Mapping your competitive position”or …

  39. The “Have you …” 50

  40. 1. Have you in the last 10 days … visited a customer?2. Have you called a customer … TODAY?

  41. 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? 3. Have you in the last 60-90 days … had a seminar in which several folks from the customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks? 4. Have you thanked a front-line employee for a small act of helpfulness … in the last three days? 5. Have you thanked a front-line employee for a small act of helpfulness … in the last three hours? 6. Have you thanked a front-line employee for carrying around a great attitude … today? 7. Have you in the last week recognized—publicly—one of your folks for a small act of cross-functional co-operation? 8. Have you in the last week recognized—publicly—one of “their” folks (another function) for a small act of cross-functional co-operation? 9. Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If true—in your mind—then you’re more out of touch than I dared imagine.)

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

  43. 18seconds

  44. [An obsession with] Listening is ... the ultimate mark of Respect. Listening is ... the heart and soul of Engagement. Listening is ... the heart and soul of Kindness. Listening is ... the heart and soul of Thoughtfulness. Listening is ... the basis for true Collaboration. Listening is ... the basis for true Partnership. Listening is ... a Team Sport. Listening is ... a Developable Individual Skill.* (*Though women are far better at it than men.) Listening is ... the basis forCommunity. Listening is ... the bedrock of Joint Ventures that work. Listening is ... the bedrock of Joint Ventures thatgrow. Listening is ... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) [cont.]

  45. Listening is ... the engine of superior EXECUTION. Listening is ... the key to making the Sale. Listening is ... the key to Keeping the Customer’s Business. Listening is ... Service. Listening is ... the engine of Network development. Listening is ... the engine of Network maintenance. Listening is ... the engine of Network expansion. Listening is ... Social Networking’s “secret weapon.” Listening is ... Learning. Listening is ... the sine qua non of Renewal. Listening is ... the sine qua non of Creativity. Listening is ... the sine qua non of Innovation. Listening is ... the core of taking diverse opinions aboard. Listening is ... Strategy. Listening is ... Source #1 of “Value-added.” Listening is ... Differentiator #1. Listening is ... Profitable.*(*The “R.O.I.” from listening is higher than that from any other single activity.) Listening is … the bedrock which underpins a Commitment to EXCELLENCE.

  46. “We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”

  47. All you need to know …HiltonHowardHerbHenry IHenry IIHillHelgesenHsieh

  48. “You have to treat your employees like customers.”—Herb Kelleher, upon being asked his “secret to success”Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting)

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

  50. Zabar’s Parking Garage**Retail Superstars: Inside the 25 Best Independent Stores in America

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