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Hard [numbers, plans] is Soft. Soft [people/relationships] is Hard. PowerPoint PPT Presentation


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“When I was in medical school, I spent hundreds of hours looking into a microscope—a skill I never needed to know or ever use. Yet I didn't have a sin g le class that tau g ht me communication or teamwork skills —something I need every day I walk into the hospital.”

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Hard numbers plans is soft soft people relationships is hard

“When I was in medical school, I spent hundreds of hours looking into a microscope—a skill I never needed to know or ever use.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 (introduced checklists to ICUs/healthcare)


Hard numbers plans is soft soft people relationships is hard

Hard [numbers, plans]is Soft.

Soft [people/relationships]is Hard.


Hard numbers plans is soft soft people relationships is hard

“If I could have chosen not to tackle the IBM culture head-on,

I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.Yet I came to see in my time at IBM that culture isn’t just one aspect of the game —IT IS THE GAME.”

—Lou Gerstner, Who Says Elephants Can’t Dance


Hard numbers plans is soft soft people relationships is hard

The Four Values/ Agile Project Management ManifestoValue #1: Individuals and interactions over processes and toolsValue #2: Working software overcomprehensive documentationValue #3: Customer collaboration overcontract negotiationValue #4: Responding to change over following a planSource: Mark Layton, Agile Project Management For Dummies[Agile Manifesto: People. Communications. The Product. Flexibility.]


Hard numbers plans is soft soft people relationships is hard

Tom Peters’

The Project Leadership

EXCELLENCE 42

PMI Leadership Institute Meeting 2014

Phoenix/23 October 2014

Slides at tompeters.com

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


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

1.Politics as nuisance-distraction vs.

“Politics Is Life. RELISH It.”

2.IQ > EQ vs.EQ > IQ.

3.Buttoned down to a fault vs.

“I am a dispenser of enthusiasm.”—Ben Zander

4.“We don’t have time for niceties” vs.

CIVILITY. ALWAYS.

5.“There’s always some damn thing” vs.

Live for the madness per se. (Antifragile—N.N. Taleb)

6. “This is a time of enormous change, which must be

reflected in our work” vs.“The greatest

shortcoming of the human race is our inability

to understand the exponentialfunction.”

—Albert Bartlett


Hard numbers plans is soft soft people relationships is hard

“The root of our problem is not

that we’re in a Great Recession

or a Great Stagnation, but rather

that we are in the early

throes of a Great Restructuring. Our technologies are racing ahead,

but our skills and organizations

are lagging behind.”

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


Hard numbers plans is soft soft people relationships is hard

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

—Erik Brynjolfsson and Andrew McAfee,

Race AGAINST the Machine


Hard numbers plans is soft soft people relationships is hard

“Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies.They found thatNONEofthe long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.” —Financial Times


Hard numbers plans is soft soft people relationships is hard

China/Foxconn:

1,000,000robots/next 3 years

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


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

7. Linearity/“waterfall” vs. Non-linearity/circularity/

high tempo-“O.O.D.A. Loop”/AGILE.

8. Step-at-a-time vs. “Demo or die”/“Serious Play”/

“READY. FIRE. AIM.”

9.Optimistic-or-bust vs. UNDER-promise or bust.

10.In the office vs. Out of the Office/No office.

11.Nose to the grindstone vs.

“This is a blast—as cool as it gets.”

12.Meetings as pain-in-the-butt vs.

Meetings as Leadership OPPORTUNITY #1.

13.Small leadership circle vs. Inclusive leadership circle.

14.Formal customer-vendor relationships vs.

“No barriers”-fully integrated partnership with

customers-vendors.

15.“No distractions, please” vs.

Welcome to the Age of SOCIAL BUSINESS.


Lesson48 wttmsw

Lesson48:WTTMSW


Hard numbers plans is soft soft people relationships is hard

WHOEVER

TRIES

THE

MOST

STUFF

WINS


Hard numbers plans is soft soft people relationships is hard

“EXPERIMENT FEARLESSLY”Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1“RELENTLESS TRIAL AND ERROR” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10)


Ready fire aim h ross perot

READY.FIRE!AIM.—H. Ross Perot


Hard numbers plans is soft soft people relationships is hard

BFA: #1 in 1982/#1 in 2014

1. A Bias For Action

2. Close to the Customer

3. Autonomy and Entrepreneurship

4. Productivity Through People

5. Hands On, Value-Driven

6. Stick to the Knitting

7. Simple Form, Lean Staff

8. Simultaneous Loose-Tight

Properties


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

7.Linearity/“waterfall” vs. Non-linearity/circularity/

high tempo- “O.O.D.A. Loop”/AGILE.

8.Step-at-a-time vs. “Demo or die”/“Serious Play”/

“Ready. Fire. Aim.”

9.Optimistic-or-bust vs. UNDER-promise or bust.

10.In the office vs. Out of the Office/No office.

11.Nose to the grindstone vs.

“This is a blast—as cool as it gets.”

12.Meetings as pain-in-the-butt vs. Meetings/

Leadership OPPORTUNITY #1.

13.Small leadership circle vs. Inclusive leadership circle.

14.Formal customer-vendor relationships vs.

“No barriers”-fully integrated partnership with

customers-vendors.

15. “No distractions, please” vs.

Welcome to the Age of SOCIALBUSINESS.


Hard numbers plans is soft soft people relationships is hard

Biz 2014: Get Aboard the “S-Train”

SM/Social Media.

SX/Social eXecutives.

SE/Social Employees.

SO/Social Organization.

SB/Social Business.


Hard numbers plans is soft soft people relationships is hard

Seven Characteristics of the Social Employee:

“Empowerment On Steroids”

1. Engaged

2. Expects Integration of the

Personal and Professional

3. Buys Into the Brand’s Story

4. Born Collaborator

5. Listens

6. Customer-Centric

7. Empowered Change Agent

Source: Cheryl Burgess & Mark Burgess, The Social Employee


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

16. Information as needed vs.

WILDLY “over”-communicate with EVERYONE.

17. Confidentiality often necessary vs.

Confidentiality 99% nonsense/Inform everyone

of everything.

18. Email/IM vs.FACE-TO-FACE/frequent-flyer miles.

19. Over-scheduled vs. 50% unscheduled time.

20. Latest tech vs.PAPERCHECKLIST.

21. Lunch with colleagues/Lunch as respite vs.

LUNCH as #1 Networking Opportunity/Lunch PLUS/

“On the docket” RELATIONSHIP BUILDING

22. Suck UP for Success vs. Suck DOWN for Success.

23. Fend off enemies vs. recruit and nurture …

ALLIES ALLIES MORE ALLIES.


Hard numbers plans is soft soft people relationships is hard

“The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders;it is because they try to be clever.”—Napoleon


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

16. Information as needed vs.

WILDLY “over”-communicate with EVERYONE.

17. Confidentiality often necessary vs.

Confidentiality 99% nonsense/Inform everyone

of everything.

18. Email/IM vs. FACE-TO-FACE/frequent-flyer miles.

19. Over-scheduled vs. 50% unscheduled time.

20. Latest tech vs. Paper checklist.

21. Lunch with colleagues/Lunch as respite vs.

LUNCH as #1 Networking Opportunity/

Lunch PLUS/“On the docket” RELATIONSHIP BUILDING

22. Suck UP for Success vs. Suck DOWN for Success.

23. Fend off enemies vs. recruit and nurture …

ALLIES ALLIES MORE ALLIES.


Hard numbers plans is soft soft people relationships is hard

The sacred 220 “ABs”.*

*“At bats”


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

16. Information as needed vs.

WILDLY “over”-communicate with EVERYONE.

17. Confidentiality often necessary vs.

Confidentiality 99% nonsense/Inform everyone

of everything.

18. Email/IM vs.FACE-TO-FACE/

frequent-flyer miles.

19. Over-scheduled vs. 50% unscheduled time.

20. Latest tech vs. Paper checklist.

21. Lunch with colleagues/Lunch as respite vs.

LUNCH as #1 Networking Opportunity/Lunch PLUS/

“On the docket” RELATIONSHIP BUILDING

22. Suck UP for Success vs.

Suck DOWN for Success.

23. Fend off enemies vs. recruit and nurture …

ALLIESALLIESMOREALLIES.


Hard numbers plans is soft soft people relationships is hard

Spend 80%

of your time on allies—finding and developing and nurturing allies

of every size and shape

is the name of the

winning game.


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

24. Silos are inevitable vs. INTENSIVELY MANAGED “XFX”/

Cross-Functional eXcellence.

25. Not our fault vs. WILDLY over-respond to screw-ups/

Apology as Relationship-Building Mainstay.

26. Recognition-as-deserved vs.Constant

recognition, especially for “little

stuff”/Celebrate-every-damn-milestone-

imaginable, make ’em up if need

be/“BIG MO” rules.

27. Talk vs. LISTEN/Listening-as-Strategic Tool #1

28. “Here’s the deal” vs. “WHAT DO YOU THINK?”

29. “We want people who know what they are doing” vs.

“We want people with an insatiable thirst for growth.”

30. If hire good folks, little need for training vs.

Training = Investment #1 (Even on a BRIEF project).

31. Noisy vs. Quiet (Introverts are probably

under-represented on your team—fix it).


Hard numbers plans is soft soft people relationships is hard

“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay“The deepest principle in human nature is the craving* to be appreciated.”—William James*“Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, How to Win Friends and Influence People (“The BIG Secret of Dealing With People”)“The deepest urge in human nature is the desire to be important.”—John Dewey


Hard numbers plans is soft soft people relationships is hard

“When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion, creatures bristling with prejudice and motivated by pride and vanity.”—Dale Carnegie

(from Timeless Wisdom, compiled by Gary Fenchuk)


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

24. Silos are inevitable vs. INTENSIVELY MANAGED “XFX”/

Cross-Functional eXcellence.

25. Not our fault vs. WILDLY over-respond to screwups/

Apology as Relationship Building Mainstay.

26. Recognition-as-deserved vs. Constant recognition,

especially for “little stuff”/Celebrate-every-damn-

milestone-imaginable, make ‘em up if need be/

“BIG MO” rules.

27. Talk vs.LISTEN/Listening-as-Strategic Tool #1.

28. “Here’s the deal” vs. “WHAT DO YOU THINK?”

29. “We want people who know what they are doing” vs.

“We want people with an insatiable thirst for growth.”

30. If hire good folks, little need for training vs.

Training = Investment #1 [Even on a BRIEF project].

31. Noisy vs. Quiet [Introverts are probably

under-represented on your team—fix it].


Hard numbers plans is soft soft people relationships is hard

“The doctor

interrupts

after …*

*Source: Jerome Groopman, How Doctors Think


Hard numbers plans is soft soft people relationships is hard

18 …


Hard numbers plans is soft soft people relationships is hard

18 … seconds!


Hard numbers plans is soft soft people relationships is hard

Suggested Core Value #1:“We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”


Hard numbers plans is soft soft people relationships is hard

Listen!

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.

Listening is ... the basis for Community.

Listening is ... the bedrock of Joint Ventures that work.

Listening is ... the bedrock of Joint Ventures that grow.

Listening is ... the core of effective Cross-functional Communication.*

(*Which is in turn Attribute #1 of organization effectiveness.)

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 from any

other single activity.)

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


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

24. Silos are inevitable vs. INTENSIVELY MANAGED “XFX”/

Cross-Functional eXcellence.

25. Not our fault vs. WILDLY over-respond to screwups/

Apology as Relationship Building Mainstay.

26. Recognition-as-deserved vs. Constant recognition,

especially for “little stuff”/Celebrate-every-damn-

milestone-imaginable, make ‘em up if need be/

“BIG MO” rules.

27. Talk vs. LISTEN/Listening-as-Strategic Tool #1

28. “Here’s the deal” vs. “WHAT DO YOU THINK?”

29. “We want people who know what they are doing” vs.

“We want people with an insatiable thirst for growth.”

30. If hire good folks, little need for training vs.

TRAINING = INVESTMENT #1

(Even on a BRIEF project).

31. Noisy vs. Quiet (Introverts are probably

under-represented on your team—fix it).


Hard numbers plans is soft soft people relationships is hard

Gamblin’ Man

Bet #1: >> 5 of 10 CEOs see training as expense rather than investment.

Bet #2: >> 5 of 10 CEOs see training as defense rather than offense.

Bet #3: >> 5 of 10 CEOs see training as “necessary evil” rather than “strategic opportunity.”

Bet #4:>> 8 of 10 CEOs, in a 45-minute “tour d’horizon” of their business, would NOT mention training.


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

24. Silos are inevitable vs. INTENSIVELY MANAGED “XFX”/

Cross-Functional eXcellence.

25. Not our fault vs. WILDLY over-respond to screwups/

Apology as Relationship Building Mainstay.

26. Recognition-as-deserved vs. Constant recognition,

especially for “little stuff”/Celebrate-every-damn-

milestone-imaginable, make ’em up if need be/

“BIG MO” rules.

27. Talk vs. LISTEN/Listening-as-Strategic Tool #1

28. “Here’s the deal” vs. “WHAT DO YOU THINK?”

29. “We want people who know what they are doing” vs.

“We want people with an insatiable thirst for growth.”

30. If hire good folks, little need for training vs.

Training = Investment #1 (Even on a BRIEF project).

31. Noisy vs.Quiet (Introverts are probably

under-represented on your team—fix it).


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

32. “Millenials are different” vs.Millenials want stuff smart

“people-1st companies” (e.g., Virgin, Southwest) have

been giving non-millenials for decades.

33. Supervisors are 1st and foremost paid to

“keep on top of things” vs.

Supervisors are in the “people development business.”

34. Bosses aim to “help people be successful” vs.

Bosses help people GROW

(2014: “Grow or die.”/Holds on

even BRIEF projects)*

35. Lieutenants & captains & majors vs.

Sergeants, sergeants, sergeants.

36. Gender balance an important goal vs.

Women are the best leaders.

(And usually primary end-users).


Hard numbers plans is soft soft people relationships is hard

CORPORATE MANDATE #1 2014:Your principal moral obligation as a leader is to develop the skillset, “soft” and “hard,” of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the#1 mid- to long-term … profit maximization strategy!


Hard numbers plans is soft soft people relationships is hard

#2: Help people be

successful.*

#1: Help people

grow.** ***

*Especially circa 2014; “Grow or die (professionally)” is fact, not hyperbole.

**With a nod to Matthew Kelly’s The Dream Manager

***#2 and #1 are clearly related, but #1/grow has more to do with

long-term preparedness.


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

32. “Millenials are different” vs.Millenials want stuff smart

“people-1st companies” (e.g., Virgin, Southwest) have

been giving non-millenials for decades.

33. Supervisors are 1st and foremost paid to

“keep on top of things” vs.

Supervisors are in the “people development business.”

34. Bosses aim to “help people be successful” vs.

Bosses help people GROW (2014: “Grow or die.”/

Holds on even BRIEF projects)*

35. Lieutenants & captains & majors vs.

Sergeants, sergeants, sergeants.

36. Gender balance an important goal vs.

WOMENARETHEBESTLEADERS.

(And usually primary end-users).


Hard numbers plans is soft soft people relationships is hard

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


Hard numbers plans is soft soft people relationships is hard

“Research suggests that to succeed, start by promoting women.”—Nicholas Kristof, “Twitter, Women, and Power,” NYTimes, 1024.13

“In my experience, women make much better executives than men.”

—Kip Tindell, CEO, Container Store,

from UNCONTAINABLE


Hard numbers plans is soft soft people relationships is hard

For One [BIG] Thing …

“McKinsey & Company found that the international companies with more women on their corporate boards far outperformed the average company in return on equity and other measures. Operating profit was …56%higher.”

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


Hard numbers plans is soft soft people relationships is hard

“I speak to you with a feminine voice.

It’s the voice of democracy, of equality.

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

the woman’s century.In the Portuguese language, words such as life, soul, and hope are of the feminine gender, as are other words like courage and sincerity.”

—President Dilma Rousseff of Brazil, 1st woman to

keynote the United Nations General Assembly (2011)


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

37. Concentration/“no nonsense” vs.

Daydreaming/READING/“Freak Fridays.”

38. Kaizen vs.WOW-ification.

39. Design is “important” vs. “You know a design is good

when you want to lick it.”—Steve Jobs

(Apple > Exxon)

40. Minimize “TGWs” vs. Maximize TGRs.

41. Make a damn good product vs. Good product PLUS

enhance the “SERVICES ENVELOPE.”

42. “Good work” vs. EXCELLENCE!


Insanely great steve jobs radically thrilling bmw

“INSANELY GREAT”STEVE JOBS“RADICALLY THRILLING” BMW


Hard numbers plans is soft soft people relationships is hard

“Astonish me!”(Sergei Diaghlev, to a lead dancer)“Build something great!”(Hiroshi Yamauchi, Nintendo, to a senior game designer)“Make it immortal!” (David Ogilvy, to a copywriter)


Hard numbers plans is soft soft people relationships is hard

Innovation Index: How many of your “Top Five Projects” score eight or higher (out of 10) on a “Weird”/ “Profound”/“WOW”/“Game-changer” Scale?

WOW-ification Index: Move every project (definition) that scores six

or less two notches up on the

“WOW-ification Scale” within the next two weeks. If your principal current project scores six or less, bring it up one (or two!) notches by noon on Monday.* (*This tweet was written on a Sunday.)


Hard numbers plans is soft soft people relationships is hard

Kevin Roberts’ Credo1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10.AVOID MODERATION!


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

37. Concentration/“no nonsense” vs.

Daydreaming/READING/“Freak Fridays.”

38. Kaizen vs. WOW-ification/“The Craig’s list option.”

39. Design is “important” vs. “You know a design is good

when you want to lick it.”—Steve Jobs

(Apple > Exxon)

40. Minimize “TGWs” vs. MaximizeTGRs.

41. Make a damn good product vs. Good product PLUS

enhance the “SERVICES ENVELOPE.”

42. “Good work” vs. EXCELLENCE!


Tg w and tg r things gone wrong things gone right

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


Conveyance kingfisher air location approach to new delhi

Conveyance: Kingfisher Air Location: Approach to New Delhi


May i clean your glasses sir

“May I clean your glasses, sir?”


Hard numbers plans is soft soft people relationships is hard

Customers describing their service experience as “superior”: 8%

Companies describing

the service experience they provide as

“superior”: 80%

—Source: Bain & Company survey of 362 companies, reported in John DiJulius,

What's the Secret to Providing a World-class Customer Experience?


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

37. Concentration/“no nonsense” vs.

Daydreaming/READING/“Freak Fridays.”

38. Kaizen vs. WOW-ification/“The Craig’s list option.”

39. Design is “important” vs. “You know a design is good

when you want to lick it.” —Steve Jobs

(Apple > Exxon)

40. Minimize “TGWs” vs. Maximize TGRs.

41. Make a damn good product vs. Good product

PLUS (wildly) enhance the

“SERVICES ENVELOPE.”

42. “Good work” vs. EXCELLENCE!


U p s to up s

UPStoUPS


Hard numbers plans is soft soft people relationships is hard

“Rolls-Royce now earns MOREfrom tasks such as managing clients’ overall procurement strategies and maintaining aerospace engines it

sells than it does from making them.”—Economist


Hard numbers plans is soft soft people relationships is hard

The Project Leadership EXCELLENCE 42

37. Concentration/“no nonsense” vs.

Daydreaming/READING/“Freak Fridays.”

38. Kaizen vs. WOW-ification/“The Craig’s list option.”

39. Design is “important” vs. “You know a design is good

when you want to lick it.”—Steve Jobs

(Apple > Exxon)

40. Minimize “TGWs” vs. Maximize TGRs.

41. Make a damn good product vs. Good product PLUS enhance the “SERVICES ENVELOPE.”

42. “Good work” vs.

EXCELLENCE!


Hard numbers plans is soft soft people relationships is hard

EXCELLENCE is NOT a “long-term” "aspiration.”


Hard numbers plans is soft soft people relationships is hard

EXCELLENCE is not a “long-term” "aspiration.”

EXCELLENCE is … THE

NEXT5MINUTES.*

(*Or NOT.)


Hard numbers plans is soft soft people relationships is hard

EXCELLENCE is not an "aspiration."

EXCELLENCE is … THE NEXT FIVE MINUTES.

EXCELLENCE is your next conversation.

Or not.

EXCELLENCE is your next meeting.

Or not.

EXCELLENCE is shutting up and listening—really listening.

Or not.

EXCELLENCE is your next customer contact.

Or not.

EXCELLENCE is saying “Thank you” for something “small.”

Or not.

EXCELLENCE is the next time you shoulder responsibility and apologize.

Or not.

EXCELLENCE is waaay over-reacting to a screw-up.

Or not.

EXCELLENCE is the flowers you brought to work today.

Or not.

EXCELLENCE is lending a hand to an “outsider” who’s fallen behind schedule.

Or not.

EXCELLENCE is bothering to learn the way folks in finance (or IS or HR) think.

Or not.

EXCELLENCE is waaay “over”-preparing for a 3-minute presentation.

Or not.

EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE.

Or not.


Excellence always if not excellence what if not excellence now when

EXCELLENCE.Always. If notEXCELLENCE,what?If notEXCELLENCEnow, when?


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