Tom Peters excellent slides of Toronto october 2009

11

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21

“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate

structures, ‘How do I build a small firm for

myself?’ The answer seems obvious: Buy Buy a very large one a very large one and just waitand just wait.”.”

—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

1

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

data stretching back data stretching back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies.

TheTheyy found that found that nonenone of the lonof the longg-term survivors mana-term survivors managged to ed to

outoutpperform the market. Worse, the erform the market. Worse, the lonlongger comer comppanies had been in the anies had been in the

database, the worse thedatabase, the worse theyy did did.” .” —Financial Times—Financial Times

1

“When asked to name just one big merger that had lived up to

expectations, Leon Cooperman, former cochairman of Goldman Sachs’

Investment Policy Committee,

answered: I’m sure there are success stories out

there, but at this moment I draw a

blank.” —Mark Sirower, The Synergy Trap

1

“Not a single company that qualified as having made a sustained transformation ignited its leap with a big

acquisition or merger. Moreover, Moreover, comparison companies—those that failed to make a comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to leap or, if they did, failed to sustain it—often tried to

make themselves great with amake themselves great with a big acquisition or merger. They failed to grasp the big acquisition or merger. They failed to grasp the

simple truth that while you can buysimple truth that while you can buy your way to growth, you cannot buy your way to your way to growth, you cannot buy your way to

greatness.”greatness.” —Jim Collins/—Jim Collins/TimeTime/2004/2004

61

““Data drawn from the real world Data drawn from the real world attest to a fact that is beyond our attest to a fact that is beyond our

control:control: Everything in existence tends to

deteriorate.” —Norberto Odebrecht, —Norberto Odebrecht, Education Through WorkEducation Through Work

71

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14,00014,00020,00020,000

14,00014,00020,00020,000

3030

14,000/14,000/eeBayBay20,000/Amazon20,000/Amazon

3030/Craigslist/Craigslist

111

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1

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

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

1

18”18”

141

[An obsession with] Listening is ... the ultimate mark[An obsession 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 Collaboration.Collaboration.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 for Listening 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 lastlast..Listening is ... the core of Listening is ... the core of effective Cross-functional effective Cross-functional Communication* Communication* (*Which is in turn Attribute #1 of (*Which is in turn Attribute #1 of organizational effectiveness.)organizational effectiveness.)

[cont.][cont.]

151

Listening is ... the engine of Listening is ... the engine of superior EXECUTION.superior EXECUTION.Listening is ... the key to Listening is ... the key to making the Sale.making the Sale.Listening is ... the key to Listening is ... the key to Keeping the Customer’s BusinessKeeping the Customer’s Business..Listening is ... the engine of Listening is ... the engine of Network development.Network 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 ... Social Networking’s Listening is ... Social Networking’s “secret weapon.”“secret weapon.”Listening is ... Listening is ... Learning.Learning.Listening is ... the Listening is ... the sine qua non of Renewalsine qua non of Renewal..Listening is ... the Listening is ... the sine qua non of Creativitysine qua non of Creativity..Listening is ... the Listening is ... the sine qua non of Innovationsine qua non of Innovation..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 #1.Differentiator #1.Listening is ... Listening is ... Profitable.*Profitable.* (*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 EXCELLENCEEXCELLENCE

1

*Listening is of the*Listening is of the

utmost … utmost … strategicstrategic importance! importance!

*Listening is a proper … *Listening is a proper …

core core valuevalue ! !

*Listening is … *Listening is … trainabletrainable !!

*Listening is a … *Listening is a … professionprofession ! !

171

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181

““I regard … I regard … aappoloologgizinizingg … as the most magical, … as the most magical,

healing, restorative gesture healing, restorative gesture human beings can make. It is human beings can make. It is the centerpiece of my work the centerpiece of my work with executives who want to with executives who want to

get better.”get better.” —Marshall Goldsmith—Marshall Goldsmith, What , What

Got You Here Won’t Get You There: How Successful People Got You Here Won’t Get You There: How Successful People BecomeBecome

Even More Successful Even More Successful

191

THE PROBLEM IS THE PROBLEM IS RARELY/NEVER THE RARELY/NEVER THE

PROBLEM. THE RESPONSE PROBLEM. THE RESPONSE TO THE PROBLEM TO THE PROBLEM

INVARIABLY ENDS UP INVARIABLY ENDS UP BEING THE REAL BEING THE REAL

PROBLEMPROBLEM.**PERCEPTION IS ALL THERE IS!*PERCEPTION IS ALL THERE IS!

201

Relationships (of all varieties): THERE ONCE WASTHERE ONCE WAS A TIME WHEN A … A TIME WHEN A …

THREETHREE--MINUTEMINUTE

PHONEPHONE CALLCALL … …

WOULD HAVE AVOIDED SETTING OFF WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT THE DOWNWARD SPIRAL THAT

RESULTED IN A COMPLETE RUPTURE.RESULTED IN A COMPLETE RUPTURE.

1

*effective apologizing is of the*effective apologizing is of the

utmost … utmost … strategicstrategic importance! importance!

*effective apologizing is a proper …*effective apologizing is a proper …

core core valuevalue ! !

*effective apologizing is …*effective apologizing is …

trainabletrainable !!

*effective apologizing is a …*effective apologizing is a …

professionprofession ! !

221

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1

““The The fourfour most most importantimportant wordswords in in any organization any organization

are …are …

1

The four most important words in any organizationThe four most important words in any organization

are …are … “What do “What do youyou

think?”think?”

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

1

““The deepest human The deepest human

need is the …need is the … need to be need to be

appreciated.”appreciated.”—William James—William James

1

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

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

college president.college president. He was He was seriously interested seriously interested in who you were and in who you were and

what you had to saywhat you had to say.”.”Source: Sara Lawrence-Lightfoot, Source: Sara Lawrence-Lightfoot, RespectRespect

1

*appreciation is of the*appreciation is of the

utmost … utmost … strategicstrategic importance! importance!

*appreciation is a proper … *appreciation is a proper …

core core valuevalue ! !

*appreciation is … *appreciation is … trainabletrainable !!

*appreciation is a … *appreciation is a … professionprofession ! !

1

And the answer is ….And the answer is ….

otisotis

291

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1

nonenone!!

1

Press Ganey AssocPress Ganey Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:

nonenone of THE top 15 of THE top 15

factors determining factors determining PPatient atient

SSatisfaction referred to patient’s atisfaction referred to patient’s health health outcomeoutcome

P.S.P.S. directldirectly related to y related to StaffStaff InteractionInteraction

P.P.S.P.P.S. directldirectly correlated with y correlated with EmploEmployyee ee SatisfactionSatisfaction

Source: Source: Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel

1

““There is a misconception that supportive interactions require There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although more staff or more time and are therefore more costly. Although

labor costs are a substantial part of any hospital budget, the labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. interactions themselves add nothing to the budget.

Kindness is Kindness is freefree.. Listening to patients or answering their Listening to patients or answering their

questions costs nothing. It can be argued that negative questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … needs or limiting their sense of control—can be very costly. …

Angry, frustrated or frightened patients may be combative, Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a than it would have taken to interact with them initially in a

positive way.”positive way.” ——Putting Patients FirstPutting Patients First, Susan Frampton, , Susan Frampton, Laura Gilpin, Patrick CharmelLaura Gilpin, Patrick Charmel

1

““KindnesKindness is s is

free.”free.”

341

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351

““We are We are thoughtful in thoughtful in all we do.”all we do.”

361

ThoughtfulnessThoughtfulness is key to is key to customer retentioncustomer retention..ThoughtfulnessThoughtfulness is key to is key to emempploloyyee recruitmentee recruitment and satisfactionand satisfaction..Thoughtfulness Thoughtfulness is key to is key to brand perceptionbrand perception..ThoughtfulnessThoughtfulness is key to your ability to is key to your ability to look in look in the mirrorthe mirror —and tell your kids about your job. —and tell your kids about your job.

““ThoughtfulnessThoughtfulness is is freefree.”.”ThoughtfulnessThoughtfulness is key to is key to ssppeedineedingg thin thinggs us up—p— it it reduces frictionreduces friction..ThoughtfulnessThoughtfulness is key to is key to transtranspparencarency and y and eveneven cost containmentcost containment—it abets rather than stifles—it abets rather than stifles truth-telling.truth-telling.

1

*Thoughtfulness is of the*Thoughtfulness is of the

utmost … utmost … strategicstrategic importance! importance!

*thoughtfulness is a proper … *thoughtfulness is a proper …

core core valuevalue ! !

*Thoughtfulness is … *Thoughtfulness is … trainabletrainable !!

*Thoughtfulness is a … *Thoughtfulness is a …

professionprofession !!

1

““Courtesies of a small Courtesies of a small and trivial character are and trivial character are

the ones which strike the ones which strike deepest in the grateful deepest in the grateful

and appreciating heart.”and appreciating heart.”

—Henry Clay

391

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that

female managers outshine their male counterparts in almost every measure”

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

““Forget Forget ChinaChina, , IndiaIndia and the and the InternetInternet: :

Economic Growth Is Economic Growth Is Driven by Driven by

WomenWomen.”.”

Source: Headline, Economist

1

““One thing is certain: Women’s rise to power, which is One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no in all domains and at all levels of society. Women are no

longer content to provide efficient labor or to be longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon spend. … This is just the beginning. The phenomenon

will only grow as girls prove to be more successful than will only grow as girls prove to be more successful than

boys in the school system.boys in the school system. For a number For a number of observers, we have of observers, we have

already entered the age of already entered the age of ‘‘womenomics,’ the economy womenomics,’ the economy

as thought out and as thought out and practiced by a womanpracticed by a woman.”.” —Aude —Aude

Zieseniss de Thuin, Women’s Forum for the Economy and Society Zieseniss de Thuin, Women’s Forum for the Economy and Society

1

9494%% of loans to of loans to

……

womenwomen****MMicrolending; “Banker to the poor”; Grameen Bank; icrolending; “Banker to the poor”; Grameen Bank;

Muhammad Yunus; 2006 Nobel Peace Prize winnerMuhammad Yunus; 2006 Nobel Peace Prize winner

431

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1

problem #1.Opportunity

#1.Period.

1

X X =XFX*=XFX*

**ExcellenceExcellence = Cross-functional Excellence = Cross-functional Excellence

1

Never Never waste a waste a lunch!lunch!

1

????????

% XF % XF lunches*lunches*

*Measure!*Measure!

1

(Way) Underutilized Lever(Way) Underutilized Lever

Space!Space!Space!Space!Space!Space!Space!Space!

491

Geologists + Geologists + Geophysicists + Geophysicists +

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

OilOil

1

>100 feet >100 feet = 100 = 100 milesmiles

1

Lunch + Lunch + ProximityProximity

> SAP/Oracle> SAP/Oracle

1

GSK:GSK: 7 “CEDDs” 7 “CEDDs” … Centers of … Centers of

Excellence for Excellence for Drug DiscoveryDrug Discovery

1

The “XF-50”: 50 Ways to The “XF-50”: 50 Ways to Enhance Cross-Functional Enhance Cross-Functional Effectiveness and Deliver Effectiveness and Deliver

Speed, “Service Speed, “Service Excellence” and “Value-Excellence” and “Value-

added Customer added Customer ‘Solutions’”*‘Solutions’”*

*Entire “XF-50” List is at Appendix ONE

541

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551

Little =Little =

BIBIGG

561

Big carts =Big carts =

1.5X1.5XSource: Wal*MartSource: Wal*Mart

571

Bag sizes = New markets:Bag sizes = New markets:

$B$BSource: PepsiCoSource: PepsiCo

1

see see greengreen = recover = recover

20% 20% fasterfaster

1

RoundRound = =

2X/all2X/allx

601

6.56.5 feet Away feet Away ==

--6363% % “Seconds”“Seconds”

1

Socks = Socks = 10,00010,000

621

It It BEGINSBEGINS (and (and ENDSENDS) )

in the …in the …

1

parkingparking lotlot**

*Disney*Disney

641

(1)(1) Amenable to rapid Amenable to rapid experimentation/experimentation/ failure “free” (PR, $failure “free” (PR, $

$)$)(2)(2) Quick to implement/ Quick to implement/ Quick to Roll outQuick to Roll out(3)(3) Inexpensive to Inexpensive to implement/Roll outimplement/Roll out(4)(4) Huge multiplier Huge multiplier(5)(5) An “Attitude” An “Attitude”

1

(1)(1) Half-day/25 ideasHalf-day/25 ideas(2)(2) One week/5 One week/5

experimentsexperiments(3) (3) One month/Select best One month/Select best

22(4) (4) 60-90 days/Roll out60-90 days/Roll out

661

““Design is Design is evereveryythinthing. g. Everything is Everything is desidesiggnn.”.”

““We are We are allall designers.” designers.”

Inspiration:Inspiration: The Power of Design: A Force for The Power of Design: A Force for Transforming Everything, Transforming Everything, Richard FarsonRichard Farson

1

<TG<TGWWand …and …

>TG>TGRR[Things Gone [Things Gone WRONGWRONG-Things Gone -Things Gone RIGHTRIGHT]]

681

*2-cent candy*2-cent candy

*“May I clean *“May I clean your glasses, your glasses,

sir?”sir?”

691

PreludePrelude

1

Conrad Hilton, at a gala Conrad Hilton, at a gala celebrating his career,celebrating his career,

was asked, “What was the was asked, “What was the most important lesson most important lesson

you’ve learned in you long you’ve learned in you long and distinguished career?” and distinguished career?”

His immediate answer …His immediate answer …

1

““remember remember to tuck the to tuck the

shower curtain shower curtain inside the inside the bathtubbathtub””

1

““Execution Execution isis strategy.”strategy.”

—Fred Malek—Fred Malek

1

““almost inhuman almost inhuman disinterestedness disinterestedness in … strategy”in … strategy” —Josiah —Josiah

Bunting on Bunting on U.S. GrantU.S. Grant (from (from Ulysses S. Ulysses S. GrantGrant))

741

““This [adolescent] incident [of getting from point A to point B] is notable This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his not only because it underlines Grant’s fearless horsemanship and his

determination, but also it is the first known example of a very important determination, but also it is the first known example of a very important

peculiarity of his characterpeculiarity of his character:: Grant had an Grant had an extreme, almost phobic extreme, almost phobic dislike of turning back dislike of turning back

and retracing his stepsand retracing his steps.. If he If he

set out for somewhere, he would get there somehow, whatever the set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, the factors that made him such a formidable general. Grant would always,

always press on—turning back was not an option for him.”always press on—turning back was not an option for him.”

—Michael Korda, Ulysses Grant

1

““The art of war does not The art of war does not require complicated require complicated

maneuvers; the simplest maneuvers; the simplest are the best and common are the best and common

sense is fundamental. From sense is fundamental. From which one might wonder which one might wonder how it is generals make how it is generals make

blunders; blunders; it is because theit is because theyy trtryy to be clever to be clever.”.” —Napoleon—Napoleon

761

PreludePrelude

771

Read This!

Richard Farson & Ralph Keyes:

Whoever Makes Whoever Makes the Most Mistakes the Most Mistakes Wins: The Paradox Wins: The Paradox

of Innovationof Innovation

781

““Fail .Fail . Forward. Forward.

Fast.”Fast.”High Tech CEO, Pennsylvania

791

““FAIL, FAIL FAIL, FAIL AGAIN. FAIL AGAIN. FAIL BETTER.”BETTER.”

—Samuel Beckett

801

““RewardReward excellent failures.

PunishPunish mediocre

successes.”Phil Daniels, Sydney exec

811

““In business, you reward In business, you reward people for taking risks. people for taking risks.

When it When it doesn’tdoesn’t workwork outout you you ppromoteromote them- them-

because they were willing to because they were willing to try new things. If people tell try new things. If people tell

me they skied all day and me they skied all day and never fell down, I tell them never fell down, I tell them

to try a different mountain.”to try a different mountain.”

—Michael Bloomberg —Michael Bloomberg

1

“The secret of fast progress is

inefficiency, fast and furious and

numerous failures.”

—Kevin Kelly

1

“Natural selection is death. ... Without huge amounts of death, organisms do not change over time. ...

Death is the mother of structure. ... It took four

billion years of death ... to invent the human mind ...” —

The Cobra Event

1

““It is not enough It is not enough to ‘tolerate’ to ‘tolerate’

failure—you must failure—you must ‘celebrate’ ‘celebrate’

failure.”failure.” —Richard Farson (—Richard Farson (Whoever Whoever

Makes the Most Mistakes WinsMakes the Most Mistakes Wins))

851

LONGLONG

Tom Peters’Tom Peters’

ExcellenceExcellence..

Always.Always.Toronto/16 October 2009Toronto/16 October 2009

861

Slides Slides [incl. “LONG”][incl. “LONG”] at … at …

tompeters.comtompeters.com

87

NOTENOTE:: To appreciateTo appreciate this presentation this presentation [and ensure [and ensure

that it is not a that it is not a messmess],], you need you need Microsoft fonts:Microsoft fonts:

“Showcard Gothic,”“Showcard Gothic,” “Ravie,”“Ravie,” “Chiller”“Chiller”

andand “Verdana”“Verdana”

881

#1#1

891

19771977

901

MBWAMBWA

911

Message from a banker, circa 1988:Message from a banker, circa 1988: “Tom let “Tom let me tell you the definition of a me tell you the definition of a

good lending officer. After good lending officer. After church on Sunday, on the way church on Sunday, on the way home with his family, he takes home with his family, he takes a little detour to drive by the a little detour to drive by the factory he just lent money to. factory he just lent money to.

Doesn’t go in or any suchDoesn’t go in or any such thing, just drives by and thing, just drives by and

takes a look.”takes a look.”

921

Skip the mapSkip the map

1

““Mapping your Mapping your competitive competitive position”position”

or …or …

1

The “Have The “Have you …” 50you …” 50

951

1. Have you in 1. Have you in thethe last 10 days … last 10 days … visited a visited a customecustomer?r?2. Have you called 2. Have you called aa customer … customer … TODAYTODAY??

1

1. 1. Have you in the last 10 days … visited a Have you in the last 10 days … visited a customecustomer?r?2. 2. Have you called a customer … Have you called a customer … TODAYTODAY??

3. Have you in the last 60-90 days … had a seminar in which several folks from the 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, customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks?via facilitator, with various of your folks?

4. 4. Have you thanked a front-line employee for a Have you thanked a front-line employee for a small act of helpfulness … in the last three days?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 5. Have you thanked a front-line employee for a small act of helpfulness … in the last three last three hourshours??6. Have you thanked a frontline employee for carrying around a great 6. Have you thanked a frontline employee for carrying around a great attitude attitude … today?… today?7. Have you in the last week recognized—publicly—one of your folks for a small act of 7. Have you in the last week recognized—publicly—one of your folks for a small act of cross-functional co-operationcross-functional co-operation??8. Have you in the last week recognized—publicly—one of “their” folks (another 8. Have you in the last week recognized—publicly—one of “their” folks (another function) for a small act of cross-functional co-operation?function) for a small act of cross-functional co-operation?9. Have you invited in the last month a leader of 9. Have you invited in the last month a leader of another functionanother function to your weekly team to your weekly team priorities meeting?priorities meeting?10. Have you personally in the last week-month called-visited an internal or external 10. Have you personally in the last week-month called-visited an internal or external customer to customer to sort out, inquire, or apologizesort out, inquire, or apologize for some little or big thing that went awry? 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 (No reason for doing so? If true—in your mind—then you’re more out of touch than I dared imagine.)dared imagine.)

971

2255

981

#2#2

991

19821982

1001

Excellence1982: The Bedrock “Eight Basics”Excellence1982: The Bedrock “Eight Basics”

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

1

““Breakthrough” 82*Breakthrough” 82*

People! People! Customers! Customers!

Action! Action!

Values!Values! **In Search of ExcellenceIn Search of Excellence

1

Hard Is SoftHard Is SoftSoft Is HardSoft Is Hard

1

Hard Is Hard Is SoftSoft (Plans, # (Plans, #ss))

Soft Is Soft Is HardHard (people, (people, customers, values, customers, values,

relationships))relationships))

1041

#3#3

1051

20072007SiberiaSiberia

106

Why in Why in the the World did World did youyou go to go to SiberiaSiberia??

1071

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

concerted human potential concerted human potential in the in the wholeheartedwholehearted serviceservice of othersof others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners

1081

#4#4

1091

20072007SydneySydney

1

Organizations Organizations existexist to to serveserve. Period.. Period.

Leaders Leaders live live toto serveserve. Period.. Period.

1

… … no less than no less than CathedralsCathedrals

in which the full and awesome in which the full and awesome power of the Imagination and power of the Imagination and

Spirit and native Spirit and native Entrepreneurial flairEntrepreneurial flair of diverse of diverse

individualsindividuals is unleashed in is unleashed in passionate pursuit of … passionate pursuit of …

ExcellenceExcellence..

1121

““Leaders Leaders

‘‘SERVESERVE’’ people. people.

Period.”Period.” —inspired by Robert Greenleaf

1131

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

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

worth worth doingdoing.”.”

——Richard BransonRichard Branson

1141

Good News 2009:Good News 2009: Leadership*Leadership* is a sacred is a sacred

trust.trust.*President, classroom teacher, CEO, shop foreman*President, classroom teacher, CEO, shop foreman

1151

#5#5

1161

20092009DallasDallas

1171

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

employees like employees like customers.”customers.” —Herb Kelleher, —Herb Kelleher,

complete answer, upon being asked his “secrets to success”complete answer, upon being asked his “secrets to success”

Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” on the occasion , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots 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; union took out a full-page ad in USA Today thanking HK for all he had done; across theacross the

way in Dallas American Airlines’ pilots were picketing the Annual Meeting)way in Dallas American Airlines’ pilots were picketing the Annual Meeting)

1181

““We are a We are a ‘Life Success’ ‘Life Success’

Company.”Company.”Dave Liniger, founder, RE/MAX

1191

The Dream ManagerThe Dream Manager —Matthew Kelly—Matthew Kelly

“An organization can only become the-best-version-of-itself to “An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are the extent that the people who drive that organization are

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

question is:question is: What is an emploWhat is an employyee’s ee’s ppururppose? ose? Most would saMost would sayy, ‘to hel, ‘to helpp the com the comppananyy

achieve its achieve its ppururppose’—but theose’—but theyy would be would be wronwrong. g. That is certainlThat is certainlyy part of the part of the emploemployyee’s role, but an emploee’s role, but an employyee’s ee’s

pprimarrimaryy ppururppose is to become the-best-ose is to become the-best-version-of-himself or –herselfversion-of-himself or –herself.. … When a … When a

company forgets that it exists to serve customers, it quickly company forgets that it exists to serve customers, it quickly

goes out of business.goes out of business. Our employees are our first Our employees are our first customers, and our most important customers, and our most important

customers.”customers.”

1201

Our goal is to serve our customers brilliantly and Our goal is to serve our customers brilliantly and profitably over the long haul.profitably over the long haul.

Serving our customers brilliantly and profitably over the Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving over the long long haul is a product of brilliantly serving over the long

haul the people who serve the customer.haul the people who serve the customer.Hence, our job as leaders—the alpha and the omega and Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth everything in between—is abetting the sustained growth

and success and engagement and enthusiasm and and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who commitment to Excellence of those, one at a time, who

directly or indirectly serve the ultimate customer.directly or indirectly serve the ultimate customer.We—leaders of every stripe—are in the “Human Growth We—leaders of every stripe—are in the “Human Growth

and Development and Success and Aspiration to and Development and Success and Aspiration to Excellence business.”Excellence business.”

““We” [leaders] only grow when “they” [each and every We” [leaders] only grow when “they” [each and every one of our colleagues] are growing.one of our colleagues] are growing.

““We” [leaders] only succeed when “they” [each and We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding.every one of our colleagues] are succeeding.

““We” [leaders] only energetically march toward We” [leaders] only energetically march toward Excellence when “they” [each and every one of our Excellence when “they” [each and every one of our

colleagues] are energetically marching toward colleagues] are energetically marching toward Excellence.Excellence.

Period.Period.Source:Source: The Little BIG Things: 163 Ways to Pursue EXCELLENCE The Little BIG Things: 163 Ways to Pursue EXCELLENCE

1211

Our Mission

To develop and manage talent;To develop and manage talent;to apply that talent,to apply that talent,

throughout the world, throughout the world, for the benefit of clients;for the benefit of clients;to do so in partnership; to do so in partnership;

to do so with profit.to do so with profit.WPP

1221

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

actors and actresses canactors and actresses can become more than become more than they’ve ever been they’ve ever been before, more than before, more than

they’ve dreamed of they’ve dreamed of beingbeing.”.” —Robert Altman, Oscar acceptance —Robert Altman, Oscar acceptance

speechspeech

1231

““Managers have lost dignity over the past Managers have lost dignity over the past decade in the face of wide spread institutional decade in the face of wide spread institutional

breakdown of trust and self-policing in breakdown of trust and self-policing in

business.business. To reTo reggain societain societyy’s trust, ’s trust, we believe that business leaders we believe that business leaders must embrace a wamust embrace a wayy of lookin of lookingg at at their role that their role that ggoes beoes beyyond their ond their resrespponsibilitonsibilityy to the shareholders to the shareholders

to include a civic and to include a civic and ppersonal ersonal commitment to their dutcommitment to their dutyy as as

institutional custodiansinstitutional custodians.. In other In other words, it is time hat management becamewords, it is time hat management became

a profession.”a profession.” —Rakesh Khurana & Nitin Nohria, “It’s —Rakesh Khurana & Nitin Nohria, “It’s Time To Make Management a True Profession,” HBR/10.08Time To Make Management a True Profession,” HBR/10.08

1241

#6#6

1251

20092009New DelhiNew Delhi

1

““The ONE Question”:The ONE Question”: “In the last year [3 years, current job], name “In the last year [3 years, current job], name

the … the … three three peoplepeople … whose growth you’ve … whose growth you’ve

most contributed to. Please explain where they were at the most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are beginning of the year, where they are today, and where they are heading in the next 12 months. Please explain your development heading in the next 12 months. Please explain your development strategy in each case. Please tell me your biggest development strategy in each case. Please tell me your biggest development disappointment—looking back, could you or would you have done disappointment—looking back, could you or would you have done

anything differently? Please tell me about your greatest anything differently? Please tell me about your greatest development triumph—and disaster—in the last ten years. Whatdevelopment triumph—and disaster—in the last ten years. What are the ‘three big things’ you’ve learned about helping people are the ‘three big things’ you’ve learned about helping people

grow along the way.”grow along the way.”

1271

#6#6

1281

““Development can help great Development can help great

people be even better—people be even better— but if but if I had a dollar to I had a dollar to

spend, I’d spend 70 spend, I’d spend 70 cents getting the cents getting the

right person in the right person in the doordoor.”.” ——Paul Russell, Director, Leadership &Paul Russell, Director, Leadership &

Development, Google Development, Google

1291

#1#1 cause of cause of

Dis-satisfaction?Dis-satisfaction?

1

Employee retention & satisfaction:Employee retention & satisfaction:

OverwhelminOverwhelminggllyy, , based on the based on the first-first-

line manaline managgerer!!

Source: Marcus Buckingham & Curt Coffman, Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: First, Break All the Rules: What the World’s Greatest Managers Do DifferentlyWhat the World’s Greatest Managers Do Differently

1311

2/year = 2/year = legacy.legacy.

1321

*Hiring*Hiring*Frontline*Frontline Supervisor Supervisor*legacy*legacy

1331

#7#7

1341

““d”iversity:d”iversity: “ “Diverse groups of Diverse groups of problem solvers—groups of people with diverse problem solvers—groups of people with diverse tools—consistently outperformed groups of the tools—consistently outperformed groups of the best and the brightest. If I formed two groups, best and the brightest. If I formed two groups, one one randomrandom (and therefore diverse) and one (and therefore diverse) and one consisting of the consisting of the bestbest individual performers, individual performers, the first group almost always did better. …the first group almost always did better. …

DiversityDiversity trumped trumped abilityability.”.” —Scott Page, —Scott Page, The Difference: How The Difference: How

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

1

We We areare the the companycompany we keepwe keep

1361

Measure “Strangeness”/Portfolio QualityMeasure “Strangeness”/Portfolio Quality

StaffStaffConsultantsConsultants

VendorsVendorsOut-sourcing Partners Out-sourcing Partners (#, Quality)(#, Quality)

Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers

Competitors Competitors (who we “benchmark” against)(who we “benchmark” against)

Strategic Initiatives Strategic Initiatives Product Portfolio Product Portfolio (LineEx v. Leap)(LineEx v. Leap)

IS/IT ProjectsIS/IT ProjectsHQ LocationHQ LocationLunch MatesLunch Mates

LanguageLanguageBoardBoard

1

“How do dominant companies

lose their position? Two-Two-thirds of the time, thirds of the time,

thethey py pick the wronick the wrongg competitor to worrcompetitor to worryy

aboutabout.”.” —Don Listwin, CEO,

Openwave Systems/WSJ

1

““[CEO A.G.] Lafley has shifted [CEO A.G.] Lafley has shifted P&G’sP&G’s focus on inventing focus on inventing

all its own products to developingall its own products to developing

others’ others’ inventions at inventions at least half the least half the

timetime.. One successfulOne successful

example, Mr. Clean Magic Eraser, based on a product found in example, Mr. Clean Magic Eraser, based on a product found in an Osaka market.”an Osaka market.” ——FortuneFortune

1

The “We are what we eat”The “We are what we eat”

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

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

“Innovate,“Innovate, ‘Yes’ or ‘Yes’ or ‘No’ ” ”

1401

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

either a blessing or a either a blessing or a curse.”curse.”

——Billy CoxBilly Cox

1411

#7A#7A

1

““The Billion-man The Billion-man Research Team: Research Team:

Companies offering Companies offering work to online work to online

communities are communities are reaping the benefits of reaping the benefits of

‘crowdsourcing.’”‘crowdsourcing.’” —Headline, —Headline, FTFT, 0110.07, 0110.07

1

Rob McEwen/CEO/CEO/Goldcorp Inc./Goldcorp Inc./

Red Lake Red Lake goldSource: Source: Wikinomics: How Mass

Collaboration Changes Everything, Don Tapscott & Anthony Williams

1441

#7B#7B

1

““Normal” Normal”

= = “o “o forfor 800”800”

1461

“The The Bottleneck Is Bottleneck Is at the Top of at the Top of the Bottle”the Bottle”

“Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma:

AtAt thethe totop!”p!”

— Gary Hamel/Harvard Business Review

1471

#8#8

1481

““Women areWomen are thethe

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

““Goldman Sachs in Tokyo has Goldman Sachs in Tokyo has developed an index of 115 developed an index of 115

companies poised to benefit companies poised to benefit from women’s increased from women’s increased

purchasing power; purchasing power; over the over the past decade the value of past decade the value of

shares in Goldman’s basket has shares in Goldman’s basket has risen by 96%, against the risen by 96%, against the

Tokyo stockmarket’s rise of Tokyo stockmarket’s rise of 13%13%.”.” —Economist

1

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!““People turning 50 People turning 50

today have today have more more thanthan halfhalf of their of their

adult life ahead of adult life ahead of them.”them.” —Bill Novelli, 50+: Igniting a Revolution to

Reinvent America

1

7/17/133

1521

We are the We are the Aussies & Kiwis &Aussies & Kiwis & Americans & CanadiansAmericans & Canadians. We . We are the are the Western EuropeansWestern Europeans & & JapaneseJapanese. We . We

areare the the fastest growingfastest growing, the , the biggestbiggest, the , the

wealthiestwealthiest, the , the boldestboldest, , the most (yes) the most (yes) ambitiouambitious, s, the most the most experimental & experimental &

exploratoryexploratory, the most , the most differentdifferent, the , the most most indulgentindulgent, the most , the most difficult &difficult &

demandingdemanding, the most , the most service & experience obsessedservice & experience obsessed, , the most the most vigorousvigorous, (the , (the leastleast vigorous,) the most vigorous,) the most health health

consciousconscious, the most , the most femalefemale, the most profoundly , the most profoundly important commercial market in the history of the world—important commercial market in the history of the world—

andand we will be the Center of we will be the Center of yyour universe for the next our universe for the next twenttwentyy-five -five yyearsears. We have . We have

arrived!arrived!

1531

#9#9

1541

““Data drawn from the real world Data drawn from the real world attest to a fact that is beyond our attest to a fact that is beyond our

control:control: Everything in existence tends to

deteriorate.” —Norberto Odebrecht, —Norberto Odebrecht, Education Through WorkEducation Through Work

1551

More than $$$$

#1#1 R&D

spending, last 25 years?

1561

GGMM

1571

#4 Japan#4 Japan#3 USA#3 USA

#2 China#2 China

#1 #1 GermanyGermany

1581

Reason!!!Reason!!!

MittelstandMittelstand

1

Jim’s Mowing CanadaJim’s Mowing CanadaJim’s Mowing UKJim’s Mowing UKJim’s AntennasJim’s Antennas

Jim’s BookkeepingJim’s BookkeepingJim’s Building MaintenanceJim’s Building Maintenance

Jim’s Carpet CleaningJim’s Carpet CleaningJim’s Car CleaningJim’s Car Cleaning

Jim’s Computer ServicesJim’s Computer Services

Jim’s Dog WashJim’s Dog WashJim’s Driving SchoolJim’s Driving School

Jim’s FencingJim’s FencingJim’s FloorsJim’s Floors

Jim’s PaintingJim’s PaintingJim’s PavingJim’s Paving

Jim’s Pergolas [gazebos]Jim’s Pergolas [gazebos]Jim’s Pool CareJim’s Pool Care

Jim’s Pressure CleaningJim’s Pressure CleaningJim’s RoofingJim’s Roofing

Jim’s Security DoorsJim’s Security DoorsJim’s TreesJim’s Trees

Jim’s Window CleaningJim’s Window CleaningJim’s WindscreensJim’s Windscreens

Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group

1

*Basement Systems Inc.*Basement Systems Inc.*Larry Janesky*Larry Janesky**Dry Basement ScienceDry Basement Science (115,000!) (115,000!)

*1990: $0; 2003: $13M; *1990: $0; 2003: $13M; 2007: 2007:

$62,000,000$62,000,000

1611

**Lived in same town all adult lifeLived in same town all adult life*First generation that’s wealthy/no parental*First generation that’s wealthy/no parental support support*“Don’t look like millionaires, don’t dress*“Don’t look like millionaires, don’t dress like millionaires, don’t eat like millionaires, like millionaires, don’t eat like millionaires, don’t act like millionaires” don’t act like millionaires”*“Many of the types of businesses [they]*“Many of the types of businesses [they] are in could be classified as ‘dull- normal.’ are in could be classified as ‘dull- normal.’ [They] are welding contractors, auctioneers, [They] are welding contractors, auctioneers, scrap-metal dealers, lessons of portable scrap-metal dealers, lessons of portable toilets, dry cleaners, re-builders of diesel toilets, dry cleaners, re-builders of diesel engines, paving contractors …” engines, paving contractors …”

Source: Source: The Millionaire Next DoorThe Millionaire Next Door,, Thomas Stanley & William Danko Thomas Stanley & William Danko

1

Guru Gaffes:Guru Gaffes:

Big companies ….… SMEsBig companies ….… SMEsPublic companies … PrivatePublic companies … Private companiescompanies““Cool” industries ….. DullCool” industries ….. Dull industriesindustries

1631

#10#10

1

Innovation’s “Fourteen Imperatives”Innovation’s “Fourteen Imperatives”

(1)(1) Try it. Repeat. (“1/40.”) (“R.F.A.”/Ready.Fire. Try it. Repeat. (“1/40.”) (“R.F.A.”/Ready.Fire. Aim.) (Non-Linear!)Aim.) (Non-Linear!)

Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Reaction Reaction to Proto.)to Proto.)

(2)(2) Celebrate Celebrate failure. failure. ““Whoever makes the most mistakes wins.”Whoever makes the most mistakes wins.” “ “Fail. Fail again. Fail better.”Fail. Fail again. Fail better.” “ “Reward excellent failures. Punish mediocre successes.”Reward excellent failures. Punish mediocre successes.”

(3) Decentralize.Decentralize.(4)(4) Parallel Universe. Parallel Universe. (5)(5) “Hang Out” Axiom. (Hang “cool” = More “Hang Out” Axiom. (Hang “cool” = More

cool. Dull = Dull.)cool. Dull = Dull.)(6)(6) “d”iversity. ( “d”iversity. (EveryEvery dimension.) dimension.)(7)(7) Co-invent with outsiders./ Co-invent with outsiders./EntwinedEntwined with with

outsiders. outsiders. (Including “Crowdsourcing.”)(Including “Crowdsourcing.”)

1

Innovation’s “Fourteen Imperatives”Innovation’s “Fourteen Imperatives”

(8)(8) “Strategic”“Strategic” Listening = Core competence. Listening = Core competence. (9)(9) Hire and promote 100% innovators. Hire and promote 100% innovators. Innovator’s characteristic = Innovator.Innovator’s characteristic = Innovator. Innovator’s characteristic = Angry. (Anger > Blowback.)Innovator’s characteristic = Angry. (Anger > Blowback.) CEO=Innovation “bias.”CEO=Innovation “bias.”

(10)(10) XFX/Cross-functional Excellence!! (#1??) XFX/Cross-functional Excellence!! (#1??)(11)(11) Chief Complexity & Systems Destruction Chief Complexity & Systems Destruction

Officer.Officer.(12)(12) R&D Equality. R&D Equality. All functions equal. (VA centerpiece./All functions equal. (VA centerpiece./AllAll staff VA- staff VA-

meisters.) meisters.)

(13)(13) Fun! Self-deprecating! Fun! Self-deprecating!(14)(14) Good luck! (Entropy rules.) (Major Good luck! (Entropy rules.) (Major

acquisition = Dumb.) acquisition = Dumb.) (All these things work except when they don’t.)(All these things work except when they don’t.)

1661

#11#11

1671

L(+21) = L(-L(+21) = L(-21)21)

1681

Leadership(21A.D.) = Leadership(21A.D.) = Leadership(21B.C.)Leadership(21B.C.)

1691

““Allied commands depend on Allied commands depend on mutual confidence [and this mutual confidence [and this confidence] is gained, above confidence] is gained, above

all all through the through the develodeveloppment ofment of friendshifriendshippss.”.” —General D.D. Eisenhower, —General D.D. Eisenhower,

Armchair GeneralArmchair General* (05.08)* (05.08)

*“Perhaps his most outstanding ability [at West Point]*“Perhaps his most outstanding ability [at West Point] was the ease with which he was the ease with which he made friends and earned the trustmade friends and earned the trust of fellow cadets who came from widely varied backgrounds; it of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future was a quality that would pay great dividends during his future

coalition commandcoalition command

1

GiveGive good good tea! tea!

1711

Delaware Rules:Delaware Rules: ““eighty eighty

percent of percent of success is success is

showing up.” showing up.” ——

Woody AllenWoody Allen

1721

1731

““Mandela, a model host [in his prison hospital room] Mandela, a model host [in his prison hospital room] smiled grandly, put [Justice Minister Kobie] Coetzee at smiled grandly, put [Justice Minister Kobie] Coetzee at

his ease, and almost immediately, to their quietly his ease, and almost immediately, to their quietly contained surprise, prisoner and jailer found themselves contained surprise, prisoner and jailer found themselves

chatting amiably. … chatting amiably. … [[It had mostlIt had mostlyy] to do with ] to do with bodbodyy lan langguauagge, with the ime, with the imppact Mandela’s act Mandela’s

manner had on manner had on ppeoeopple he met. First there was le he met. First there was his erect his erect pposture. Then there was the waosture. Then there was the wayy he he shook hands. The effect was both reshook hands. The effect was both reggal and al and

intimidatinintimidatingg, were it not for Mandela’s warm , were it not for Mandela’s warm ggaze and his biaze and his bigg, eas, easyy smile smile.. … Coetzee was … Coetzee was

surprised by Mandela’s willingness to talk in Afrikaans, surprised by Mandela’s willingness to talk in Afrikaans, his knowledge of Afrikaans history.” Coetzee: “He was a his knowledge of Afrikaans history.” Coetzee: “He was a born leader. And he was affable. He was obviously well born leader. And he was affable. He was obviously well

liked by the hospital staff and yet he was respected even liked by the hospital staff and yet he was respected even though they knew he was a prisoner.”though they knew he was a prisoner.”

Source: John Carlin, Source: John Carlin, Playing the Enemy: Nelson Mandela Playing the Enemy: Nelson Mandela and the Game that Made a Nation. (Mandela meets surreptitiously withand the Game that Made a Nation. (Mandela meets surreptitiously with

justice minister after decades in prison—and turns on the charm)justice minister after decades in prison—and turns on the charm)

1741

The Real World’s “Little” Rule BookThe Real World’s “Little” Rule Book

Ben/teaBen/teaNorm/teaNorm/tea

DDE/make friendsDDE/make friendsWFBuckley/make friends-help friendsWFBuckley/make friends-help friends

Gust/Suck downGust/Suck downCharlie/poker pal-BOFCharlie/poker pal-BOF

EVII/dance-flatter-mingle-learn the languageEVII/dance-flatter-mingle-learn the languageVlad/birthday party of outgroup guy’s wifeVlad/birthday party of outgroup guy’s wife

CIO/finance networkCIO/finance networkERP installer/consult-“one line of code”ERP installer/consult-“one line of code”

GE Energy/make friends risk assessmentGE Energy/make friends risk assessment

GWB/check the invitation listGWB/check the invitation listGHWB/T-notesGHWB/T-notesHank/60 callsHank/60 callsMarkM/5K-5MMarkM/5K-5M

Delaware/show upDelaware/show up

Oppy/snub Lewis StraussOppy/snub Lewis StraussNM/smileNM/smile

-$4.3T/tin ear-$4.3T/tin eartp.com/Big 4-What do you think?tp.com/Big 4-What do you think?

Women/genesWomen/genesBanker/after churchBanker/after church

Total Bloody Mess/Can they pay back the loan?Total Bloody Mess/Can they pay back the loan?