LONG LONG Tom Peters’ X25* Tom Peters’ X25* EXCELLENCE. EXCELLENCE. ALWAYS. ALWAYS. Bloomberg Leadership Series/School of Public Health Bloomberg Leadership Series/School of Public Health Johns Hopkins University/02 April 2007 Johns Hopkins University/02 April 2007 * * In Search of Excellence In Search of Excellence 1982-2007 1982-2007
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LONGLONG
Tom Peters’ X25*Tom Peters’ X25*
EXCELLENCEEXCELLENCE. ALWAYS.. ALWAYS.
Bloomberg Leadership Series/School of Public HealthBloomberg Leadership Series/School of Public HealthJohns Hopkins University/02 April 2007Johns Hopkins University/02 April 2007
**In Search of ExcellenceIn Search of Excellence 1982-2007 1982-2007
“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 a Buy a very large one very large one and just waitand just wait.”.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
““It is It is notnot the the strongest of the strongest of the
species that survives, species that survives, nornor the most the most
intelligent, but intelligent, but the the one most one most responsive responsive
to changeto change.”.” —Charles Darwin
Importance of Success Factors by Various “Gurus”/(Unreliable) Estimates by Tom Peters
Disease/Branch of Medicine vs Disease/Branch of Medicine vs Health/Social Reform/Prevention via Health/Social Reform/Prevention via
Community EffortCommunity Effort
Research vsResearch vs Running a Health Department Running a Health Department
Specialized Education vs Specialized Education vs Popular EducationPopular Education
Germans vs EnglishGermans vs English
Wickliffe Rose vs William WelchWickliffe Rose vs William Welch
Haaavad vs JHUHaaavad vs JHU
Why in the Why in the
World did World did youyou
go to go to SiberiaSiberia??
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. AutonomAutonomy and y and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PEOPLEPEOPLE5. 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”
The Peters The Peters PrinciPrincipplesles:: Enthusiasm. Enthusiasm.
Why I Work/Stuff I Care AboutWhy I Work/Stuff I Care About**“Hard is soft. Soft is hard.” Social stuff, Emotional stuff =“Hard is soft. Soft is hard.” Social stuff, Emotional stuff = Good stuff = The Right Stuff! Good stuff = The Right Stuff! **Mess = Normal = Reality. Rationality = Delusional. Mess = Normal = Reality. Rationality = Delusional. Non-linearity = Life 101. Non-linearity = Life 101. (Embrace it! Design accordingly!)(Embrace it! Design accordingly!)**Failure = Normal/Necessary/Good! “Reward excellent failure.Failure = Normal/Necessary/Good! “Reward excellent failure. Punish mediocre success.” “Fail faster. Succeed sooner.” Punish mediocre success.” “Fail faster. Succeed sooner.” “Fail. Forward. Fast.” Fail. Sam Walton Secret #1: Fail. Fast. “Fail. Forward. Fast.” Fail. Sam Walton Secret #1: Fail. Fast.**Do > Think. Act > Talk. Action bias! RELENTLESSDo > Think. Act > Talk. Action bias! RELENTLESS EXPERIMENTATION! R.F.A./Ready. Fire. Aim. EXPERIMENTATION! R.F.A./Ready. Fire. Aim. S.A.V./Screw Around Vigorously. S.A.V./Screw Around Vigorously.**Decentralization = Holy writ = More independent tries.Decentralization = Holy writ = More independent tries.**Success for Mortals: Indirection. SkunkWorks. End Runs.Success for Mortals: Indirection. SkunkWorks. End Runs. Parallel Universe. 4F/Find a Fellow Freak Faraway. Parallel Universe. 4F/Find a Fellow Freak Faraway. Demos. Heroes. Stories. Demos. Heroes. Stories.**The “Missing 98%”: Implementation-Execution. The “Missing 98%”: Implementation-Execution. **Strategic planning, limits thereto. Severe.Strategic planning, limits thereto. Severe.**Pitiful performance of Huge Companies. Needed: C.D.O./Pitiful performance of Huge Companies. Needed: C.D.O./ Chief Destruction Officer. Chief Destruction Officer.**Severe limits to scale advantage. Mega-mergers = Stupid.Severe limits to scale advantage. Mega-mergers = Stupid.**“Built to last.” Why??? Instead: Built to change the world.“Built to last.” Why??? Instead: Built to change the world.**People First! People Power! Best “Roster” Wins. HR (should)People First! People Power! Best “Roster” Wins. HR (should) rule! Leaders “ rule! Leaders “DODO” People! Respect-Appreciation Rules!” People! Respect-Appreciation Rules!**Freaks for Freaky Times!Freaks for Freaky Times!
EXCELLENCE. EXCELLENCE. INNOVATE. INNOVATE.
OR. OR. DIE.DIE.
TheThe Mess Mess IsIs TheThe
Message! Message! Period!Period!
The Mess Is the Message! Period!An Economic Interpretation of the ConstitutionAn Economic Interpretation of the Constitution
of the United States of the United States —Charles Beard (1913)
The Box: How the Shipping Container Made the World The Box: How the Shipping Container Made the World Smaller and the World Economy BiggerSmaller and the World Economy Bigger —Marc Levinson
Tube: The Invention of TelevisionTube: The Invention of Television —David & Marshall Fisher
Empires of Light: Edison, Tesla, Westinghouse, Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the Worldand the Race to Electrify the World —Jill Jonnes
The Soul of a New MachineThe Soul of a New Machine —Tracy Kidder
Rosalind Franklin: The Dark Lady of DNARosalind Franklin: The Dark Lady of DNA —Brenda Maddox
The Blitzkrieg MythThe Blitzkrieg Myth —John Mosier
Women’s Rights, Women’s Rights, and movements and movements
that rock the that rock the worldworld
Elizabeth Cady StantonElizabeth Cady Stanton(more or less) (circa 0331.2007)(more or less) (circa 0331.2007)
ECS:ECS: “She was “She was defeated again and defeated again and
again and again, but again and again, but she continued the she continued the
struggle with struggle with passionate passionate
impatience.”impatience.”
Source: Source: In Her Own Right: The Life of In Her Own Right: The Life of Elizabeth Cady StantonElizabeth Cady Stanton,, Elisabeth Griffith Elisabeth Griffith
““She had She had survivedsurvived her her husband, husband, outlivedoutlived most most
of her enemies, and of her enemies, and exhaustedexhausted her allies. Her her allies. Her mind remained alert, her mind remained alert, her mood mood optimisticoptimistic, and her , and her
manner manner combativecombative.”.”Source: “Self Sovereign 1889-1902,” Source: “Self Sovereign 1889-1902,” In Her Own Right: The In Her Own Right: The
Life of Elizabeth Cady Stanton,Life of Elizabeth Cady Stanton, Elisabeth Griffith Elisabeth Griffith (50 years down, 25 to go)(50 years down, 25 to go)
Driven by anger!!Driven by anger!! (not “focus groups”) (not “focus groups”)Great “vision,” no “strategic plan”Great “vision,” no “strategic plan”Whoops: conflicting “vision/s”Whoops: conflicting “vision/s”Execution (& vision) (“Dreamers with deadlines”)Execution (& vision) (“Dreamers with deadlines”)OpportunisticOpportunisticInsane optimismInsane optimismFailure after failure; disappointment after disappointmentFailure after failure; disappointment after disappointment (secret to staying power: Stay pissed off!!) (secret to staying power: Stay pissed off!!)Plan B rulesPlan B rulesChanging cadresChanging cadresOpportunistic alliances (here today, gone tomorrow)Opportunistic alliances (here today, gone tomorrow)“The enemy of my enemy is my friend”“The enemy of my enemy is my friend”Creating events and groups to serve a momentary needCreating events and groups to serve a momentary needWarring leaders (Freud-Jung)Warring leaders (Freud-Jung)Petulance (human frailty amidst a Great Struggle)Petulance (human frailty amidst a Great Struggle)Agile re goal w/o sacrificing VisionAgile re goal w/o sacrificing VisionGo underground for long stretchesGo underground for long stretchesPatience (72 years) & impatiencePatience (72 years) & impatienceRelentless!!!!!!!!!!!!!!!Relentless!!!!!!!!!!!!!!! (WSC: “Success stems from the (WSC: “Success stems from the abilityability to go from failure without losing your enthusiasm”) to go from failure without losing your enthusiasm”)
Hustle (Seneca, ’48: 5 days)Hustle (Seneca, ’48: 5 days)Fits & startsFits & startsTraitors-desertersTraitors-desertersRadicals (“good”—MLKjr)Radicals (“good”—MLKjr)Radicals (“disruptive”—Stokely)Radicals (“disruptive”—Stokely)ModeratesModeratesMentorsMentorsSchismsSchismsSetbacks (again & again & again—incl lost ground) Setbacks (again & again & again—incl lost ground) (“2-9” = Great record) (“2-9” = Great record)“Get off” on the “politics” (TP: “Life is politics—“Get off” on the “politics” (TP: “Life is politics— the rest is details.”) the rest is details.”)Managing the goal down to get to the doable (but not losingManaging the goal down to get to the doable (but not losing sight of the main game in the process) sight of the main game in the process)Small winsSmall wins“Externalities” (Civil War)“Externalities” (Civil War)Small Band of Sisters (<10; Seneca Falls 1848)Small Band of Sisters (<10; Seneca Falls 1848)Coherent, factual, emotional storyCoherent, factual, emotional storyStory altered at the margin to attract specific adherentsStory altered at the margin to attract specific adherentsStory tellers Story tellers (superb, relentless public communicators)(superb, relentless public communicators)
TRY IT.TRY IT.
try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.Try it. Try it. Try it.
Try it. Try it. Try it. Try it. Screw it Screw it up.up. Try it. Try it. Try Try it. Try it. Try
it. Try it. Try it. Try it. it. Try it. Try it. Try it. Try it. Try it. Screw it up.Screw it up. it. it. Try it. Try it. try it. Try it. Try it. try it. Try it.Try it. Screw it up.Screw it up.
Try it. Try it. Try it. Try it. Try it. Try it.
do do things.things.
““We have a We have a ‘strategic plan.’ ‘strategic plan.’ It’s called It’s called doing doing thingsthings.”.” — Herb Kelleher
drill.drill.
“This is so simple it sounds stupid, but it is amazing how few oil people really
understand that you only you only find oil if you find oil if you drill wellsdrill wells.. You may
think you’re finding it when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
try try things.things.
““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the
software. software. We fixed them by doing it over and over, We fixed them by doing it over and over, again and again.again and again. We do the same today. While our We do the same today. While our competitors are still sucking their thumbs trying to competitors are still sucking their thumbs trying to
make the design perfect, we’re already on prototype make the design perfect, we’re already on prototype
versionversion ##55.. By the time our rivals areBy the time our rivals are
ready with wires and screws, we are on versionready with wires and screws, we are on version
##1010.. It gets back to It gets back to
planning versus actingplanning versus acting: : We act We act from day onefrom day one; ; others plan how others plan how toto planplan——for monthsfor months.”.” —Bloomberg by —Bloomberg by
Pissed Off Pissed Off Person/ Person/ PeoplePeople
PlannersPlannersvs
SearchersSearchers
““Where Where pplannerslanners ** raise high expectations raise high expectations but take no responsibility for meeting them, but take no responsibility for meeting them,
searcherssearchers prefer to work case-by-case, prefer to work case-by-case, using trial and error to tailor solutions to using trial and error to tailor solutions to
individual problems, fully aware that most individual problems, fully aware that most remedies must be homegrown.” remedies must be homegrown.” ——WSJWSJ, 0822.06 (on malaria , 0822.06 (on malaria
eradication, eradication, and hedge fund manager Lance Laifer)and hedge fund manager Lance Laifer)
[*“Planners [*“Planners [WHO, World Bank, etc][WHO, World Bank, etc] see poverty as a see poverty as a technical engineering problem that their technical engineering problem that their
answers will solve.” answers will solve.” —William Easterly—William Easterly]]
“All sorts of approaches need to be “All sorts of approaches need to be tried and we need feedback.” tried and we need feedback.” —Roger Bate—Roger Bate
“Somewhere in your organization, groups of
people are already doing things differently and
better. To create lastinTo create lastingg chanchangge, find these areas of e, find these areas of ppositive deviance and fan ositive deviance and fan
the flamesthe flames.”.” —Richard Tanner Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR
““Some people look for Some people look for things that went wrong things that went wrong
and try to fix them. I and try to fix them. I look for look for things that things that
went right,went right, and try to and try to build off them.”build off them.” —Bob Stone (Mr
ReGo)
Demos!Demos! Heroes! Heroes! Stories!Stories!
REAL Org Change: Demos & ModelsDemos & Models (“Model (“Model
Installations,” “ReGo Labs”)/ Installations,” “ReGo Labs”)/ HeroesHeroes (mostly extant: “burned to (mostly extant: “burned to
customers, weird suppliers, weird alumnae-JKC)/ customers, weird suppliers, weird alumnae-JKC)/ Field “Real Field “Real People” FocusPeople” Focus (3 COs) (long way away)/(3 COs) (long way away)/
SpeedSpeed (O.O.D.A. Loops—act before the “bad guys” can react) (O.O.D.A. Loops—act before the “bad guys” can react)
C.f., Bob Stone, C.f., Bob Stone, Lessons from an Uncivil ServantLessons from an Uncivil Servant
Why Do I love Freaks?
(1) Because when Anything Interesting happens … it was (1) Because when Anything Interesting happens … it was a a freakfreak who did it. (Period.) who did it. (Period.) (2) (2) FreaksFreaks are fun. (Freaks are also a pain.) (Freaks are are fun. (Freaks are also a pain.) (Freaks are never boring.) never boring.) (3) We need (3) We need freaksfreaks. Especially in freaky times. (Hint: . Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the These are freaky times, for you & me & the CIA & the Army & Avon.) Army & Avon.) (4) A critical mass of (4) A critical mass of freaks-in-our-midstfreaks-in-our-midst automatically make us-who-are-not-so-freaky at least automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) times—see immediately above.) (5)(5) FreaksFreaks are the only (ONLY) ones who succeed—as are the only (ONLY) ones who succeed—as in, make it into the history books. in, make it into the history books. (6) (6) FreaksFreaks keep us from falling into ruts. (If we listen to keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)organizations are in ruts. Make that chasms.)
““Normal” Normal”
= = “o “o forfor 800”800”
“The The Bottleneck Bottleneck
Is at the Top Is at the Top of the of the
Bottle”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
EXCELLENCE. EXCELLENCE. WOMEN.WOMEN.
RULE.RULE.PERIOD/PERIOD/
““Forget Forget ChinaChina, , IndiaIndia and the and the
InternetInternet: Economic : Economic Growth Is Driven Growth Is Driven
by by WomenWomen.”.” —Headline,
Economist, April 15, 2006, Leader, page 14
Women’sWomen’s Trifecta+ Trifecta+
**BuyBuy * *WealthWealth
**LeadLead
++ECLIPSE OF ECLIPSE OF MALESMALES
(Old/Retire; Young/Poorly educated)
The Perfect Answer
Jill and Jack buy slacks in black…
Selling to men:Selling to men: The The TRANSACTIONTRANSACTION Model Model
Selling to Women:Selling to Women: The The RELATIONALRELATIONAL Model Model
Source: Source: Selling to Men, Selling to WomenSelling to Men, Selling to Women, Jeffery Tobias Halter, Jeffery Tobias Halter
“Women don’t buy
brands. They They join themjoin them.”.”
EVEolution
“One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all
levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The
phenomenon will only grow as girls prove to be more successful than boys in the school
system. For a number of observers, For a number of observers, we have already entered the age we have already entered the age of ‘womenomics,’ the economy as of ‘womenomics,’ the economy as
thought out and practiced by a thought out and practiced by a woman.”woman.” —Aude Zieseniss de Thuin, Financial Times, 10.03.2006
““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
Women’s Strengths Match New Women’s Strengths Match New Economy ImperativesEconomy Imperatives:: Link [rather than rank] Link [rather than rank]
making];making]; sustain fruitful collaborations; comfortable sustain fruitful collaborations; comfortable with sharing information; with sharing information; see redistribution of power see redistribution of power
as victory, not surrenderas victory, not surrender; favor multi-dimensional ; favor multi-dimensional feedback; feedback; value technical & interpersonal skills, value technical & interpersonal skills, individual & group contributions equally;individual & group contributions equally; readily readily
accept ambiguity; accept ambiguity; honor intuition as well ashonor intuition as well as pure “rationality”; pure “rationality”; inherently flexible; inherently flexible; appreciate appreciate
cultural diversitycultural diversity. —Judy B. Rosener, America’s Competitive Secret: Women Managers
Small can be beautiful & powerful!Small can be beautiful & powerful!People first!People first!Trust!Trust!Women rule!!!!!!!!Women rule!!!!!!!!Giant forests from tiny seedlings!Giant forests from tiny seedlings!Self reliance!Self reliance!Community based!Community based!Self/Small group management!Self/Small group management!Banish the bureaucrats!Banish the bureaucrats!Keep it simple, stupid!Keep it simple, stupid!Hands on!Hands on!Etc.Etc.Etc.Etc.
10 UNASSAILABLE REASONS WOMEN RULE10 UNASSAILABLE REASONS WOMEN RULE
WomenWomen make [all] the financial decisions. make [all] the financial decisions.WomenWomen control [all] the wealth. control [all] the wealth.WomenWomen [substantially] outlive men. [substantially] outlive men.WomenWomen start most of the new businesses. start most of the new businesses.Women’sWomen’s work force participation rates have work force participation rates have soared worldwide.soared worldwide.WomenWomen are closing in on “same pay for same are closing in on “same pay for same job.”job.”WomenWomen are penetrating senior ranks rapidly are penetrating senior ranks rapidly [even if the pace is slow for the corner [even if the pace is slow for the corner office per se].office per se].Women’s Women’s leadership strengths are exceptionally wellleadership strengths are exceptionally well aligned with new organizational effectiveness &aligned with new organizational effectiveness & value-added imperatives.value-added imperatives.WomenWomen are better salespersons than men. are better salespersons than men.WomenWomen buy [almost] everything—commercial buy [almost] everything—commercial as well as consumer goods.as well as consumer goods.
““In the end, for In the end, for women, it’s women, it’s
always about the always about the children.”children.” (Republican (Republican
Congressperson, upon Speaker Pelosi’s swearing Congressperson, upon Speaker Pelosi’s swearing in)in)
SKILLS.SKILLS.
Getting to WOW Getting to WOW Through Mastery of Through Mastery of
… …
The The SalesSales2525..
AlAl*: *: “I knew my stuff—and it “I knew my stuff—and it waswas
damn good. What I finally damn good. What I finally figured out, after a string of figured out, after a string of ‘unfair’ setbacks, was that I ‘unfair’ setbacks, was that I
wasn’t a good salesman. wasn’t a good salesman. That’s when I started That’s when I started studstudyyining g
top salesmen, and top salesmen, and that’s when I started to meet that’s when I started to meet
with success.”with success.”*Top TV producer for 30 years*Top TV producer for 30 years
. “Everyone “Everyone lives by lives by selling selling
something.”something.”
– Robert Louis Stevenson
“TAKE THIS QUICK QUIZ: Who manages more Who manages more things at once?things at once? Who puts more effort into their Who puts more effort into their appearance?appearance? Who usually takes care of the Who usually takes care of the
details?details? Who finds it easier to meet new Who finds it easier to meet new people?people? Who asks more questions in a Who asks more questions in a
conversation?conversation? Who is a better listener?Who is a better listener? Who Who has more interest in communication skills?has more interest in communication skills? Who is more inclined to get involved?Who is more inclined to get involved? Who Who encourages harmony and agreement?encourages harmony and agreement? Who Who
has better intuition?has better intuition? Who works with a longer Who works with a longer ‘to do’ list?‘to do’ list? Who enjoys a recap to the day’s Who enjoys a recap to the day’s events?events? Who is better at keeping in touch Who is better at keeping in touch
with others?”with others?”
Source: Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell MenCan Outsell Men, Nicki Joy & Susan Kane-Benson, Nicki Joy & Susan Kane-Benson
“all about relationships.” And at the Heart of Effective Relationships is … “all about relationships.” And at the Heart of Effective Relationships is … APPRECIATION. APPRECIATION. (Oh yeah: Never, ever forget a birthday of a co-worker.)(Oh yeah: Never, ever forget a birthday of a co-worker.)
*Bring donuts!*Bring donuts! “Small” gestures of appreciation (on a rainy day, after a long day’s “Small” gestures of appreciation (on a rainy day, after a long day’s work the day before) are VBDs … Very Big Deals.work the day before) are VBDs … Very Big Deals.
*Make the call!*Make the call! One short, hard-to-make call today can avert a relationship crisis One short, hard-to-make call today can avert a relationship crisis that could bring you down six months from now.that could bring you down six months from now.
*Remember: There are no “little gestures” of kindness.*Remember: There are no “little gestures” of kindness. As boss, stopping by As boss, stopping by someone’s cube … for 30 seconds … to inquire about their sick parent will be someone’s cube … for 30 seconds … to inquire about their sick parent will be remembered for … remembered for … 10 years10 years. (Trust me.). (Trust me.)
*Make eye contact!*Make eye contact! No big deal? Wrong! “It” is all about … Connection! Paying No big deal? Wrong! “It” is all about … Connection! Paying attention! Being there … in the Moment … Present. So, work on your eye contact, attention! Being there … in the Moment … Present. So, work on your eye contact, your Intent to Connect.your Intent to Connect.
*Smile!*Smile! Or, rather: SMILE. Rule: Or, rather: SMILE. Rule: Smiles beget smiles. Frowns beget frowns. Smiles beget smiles. Frowns beget frowns. Rule: Rule: WORK ON THIS.WORK ON THIS.
*Smile! (If it kills you.)*Smile! (If it kills you.) Energy & enthusiasm & passion engender energy- Energy & enthusiasm & passion engender energy-enthusiasm-passion in those we work with.enthusiasm-passion in those we work with.
Presentation Presentation Excellence: Excellence: The The
PresX56PresX56
““Speech is Speech is power: speech power: speech is to persuade, is to persuade, to convert, to to convert, to
““In classical times when In classical times when Cicero had finished Cicero had finished
speaking, the people speaking, the people said, ‘How well he spoke,’ said, ‘How well he spoke,’ but when Demosthenes but when Demosthenes had finished speaking, had finished speaking,
they said, they said, ‘‘Let us Let us marchmarch.’”.’” —Adlai Stevenson—Adlai Stevenson
The Interviewing The Interviewing Excellence:Excellence: The IntX31The IntX31
Interviewing Excellence
1. INTERVIEWING IS AN “ART” WORTH MASTERING! (Think Christiane Amanpour, Mike Wallace)2. Don’t overschedule—2 or 3 in depth interviews are a solid day’s work. (More than that is lunacy and will lead to shallow results.)3. Save, if possible, the “Big Guy/Gal until last—that is, until you know what the hell you’re doing!4. Find a comfy/“safe”/neutral setting. THIS IS ALL IMPORTANT! (Worst case: You on the other side of his/her desk.)5. Start with a little bit (LITTLE) of local small talk. But get some tips on the interviewee ahead of time; he may be one of the “brusque ones” who considers any small talk a waste of his Imperial Time.6. DO YOUR DAMN HOME WORK! (On the interviewee, the subject matter.)7. Concoct a … LONG LIST … of questions. (You’ll only use 10% of it, but that’s okay.)
““Little Stuff” Little Stuff” (plus): The (plus): The
True True “Basics”“Basics”
Thank Thank You!You!
““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
The … Jim Jim Jeffords Jeffords oversighoversigh
t!t!
The Manager’s Book of The Manager’s Book of Decencies: How Small gestures Decencies: How Small gestures Build Great Companies.Build Great Companies. —Steve Harrison, Adecco
One: The Art and Practice of One: The Art and Practice of Conscious LeadershipConscious Leadership —Lance Secretan, founder of Manpower, Inc.
Questions: Questions: What do others think of you? What do others think of you? [Are you sure?][Are you sure?] What do you think of you? What do you think of you? [Are you sure?][Are you sure?] What is your What is your
impact on others? impact on others? [Are you sure?][Are you sure?] What is your impact on What is your impact on others? others? [Are you sure?] [Are you sure?] What is your impact on others? What is your impact on others? [Are [Are
you sure?]you sure?] What are the “little things” you do that cause What are the “little things” you do that cause people to shrivel or blossom? people to shrivel or blossom? [Are you sure?] [Are you sure?] What do you What do you
want? want? [Are you sure?] [Are you sure?] Are you aware of your changing Are you aware of your changing moods? moods? [Are you sure?][Are you sure?] How fragile is your ego? How fragile is your ego? [Are you [Are you
sure?] sure?] Do you have a true confidant? Do you have a true confidant? [Are you sure?][Are you sure?] Do you Do you perform brief or not-so-brief self-assessments? Do you talk perform brief or not-so-brief self-assessments? Do you talk too much? too much? [Are you sure?][Are you sure?] Do you know how to listen? Do you know how to listen? [Are [Are
you sure?] you sure?] Do you listen? Do you listen? [Are you sure?][Are you sure?] What is your What is your style of “hashing things out”? Are you perceived as (a) style of “hashing things out”? Are you perceived as (a)
arrogant, (b) abrasive (c) attentive, (d) genuinely interested in arrogant, (b) abrasive (c) attentive, (d) genuinely interested in people, (e) etc? people, (e) etc? [Are you sure?][Are you sure?] Are you flexible? Have you Are you flexible? Have you changed your mind about anything important in a while? Are changed your mind about anything important in a while? Are you comfortable-uncomfortable with folks on the front line? you comfortable-uncomfortable with folks on the front line?
Are you too emotional? Not emotional enough? Do you Are you too emotional? Not emotional enough? Do you spend much time with “new people”? spend much time with “new people”? Do you think Do you think
questions like this are “so much BS”?questions like this are “so much BS”?
THE PROBLEMTHE PROBLEM IS RARELY THE IS RARELY THE
PROBLEM.PROBLEM.
THE PROBLEM IS THE PROBLEM IS RARELY/NEVER THE RARELY/NEVER THE
PROBLEM. THE PROBLEM. THE
RESPONSERESPONSE TO TO THE PROBLEM THE PROBLEM
INVARIABLY ENDS UP INVARIABLY ENDS UP BEING THE REAL BEING THE REAL
PROBLEM.*PROBLEM.**RMN, M Stewart, WJC, “Scooter” Libby*RMN, M Stewart, WJC, “Scooter” Libby
RESPECTRESPECT
““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 what who you were and what you had to sayyou had to say.”.”Sara Lawrence-Lightfoot, Respect
““You can make more You can make more friends in two months friends in two months bbyy becominbecomingg interested in interested in
other other ppeoeopple thanle than you can you can in two years by trying to in two years by trying to
get other people get other people interested in you.”interested in you.” —Dale
Carnegie
““He had done nothing to sell me on his He had done nothing to sell me on his business, yet he had given me the most business, yet he had given me the most
powerful sales pitch of my life.powerful sales pitch of my life. Because Because his his sole sole concern had concern had been been mymy welfare and welfare and
the success of the success of mymy business.”business.”
—Jim Penman, on learning how to sell (—Jim Penman, on learning how to sell (What WillWhat Will They Franchise Next? The Story of Jim's Group They Franchise Next? The Story of Jim's Group))
THE ONE THING THE ONE THING YOU NEED TO YOU NEED TO
KNOWKNOW (Marcus Buckingham)(Marcus Buckingham)
“The mediocre manager believes that most things are learnable and
therefore that the essence of management is to identify ach
person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the He believes that the
most influential qualities of a person most influential qualities of a person are innate and therefore that the are innate and therefore that the
essence of management is to deploy essence of management is to deploy these innate qualities as effectively these innate qualities as effectively
as possible and so drive as possible and so drive performanceperformance.”.” —Marcus Buckingham, The One
Thing You Need to Know
““The The oneone thinthing you g you need to know about need to know about sustained individual sustained individual
success: Discover what success: Discover what you don’t like doing and you don’t like doing and
stopstop doing it.”doing it.”
—Marcus Buckingham, The One Thing You Need to Know
TP ON TP ON HEALTHCAREHEALTHCARE
“When I climb Mount When I climb Mount Rainier I face less Rainier I face less
risk of death than I’ll risk of death than I’ll face on the face on the
CDC 1998CDC 1998:: 90,00090,000 killedkilled and and 2,000,0002,000,000
injuredinjured from from hospital-caused drug hospital-caused drug
errors & infectionserrors & infections
HealthGrades/Denver:HealthGrades/Denver:
195,000195,000 hospital deaths per hospital deaths per
year in the U.S., 2000-2002 = year in the U.S., 2000-2002 = 390 full 390 full jumbos/747s in the drink per yearjumbos/747s in the drink per year..
Comments: Comments: “This should give you pause “This should give you pause when you go to the hospital.”when you go to the hospital.” —Dr. Kenneth Kizer, —Dr. Kenneth Kizer,
National Quality ForumNational Quality Forum.. ““There is little There is little evidence that patient safety has evidence that patient safety has improved in the last five yearsimproved in the last five years.”.” —Dr. —Dr.
Samantha CollierSamantha Collier
Source: Source: Boston GlobeBoston Globe//07.27.0407.27.04
1,000,0001,000,000
“serious medication errors per “serious medication errors per year” … “illegible handwriting, year” … “illegible handwriting, misplaced decimal points, and misplaced decimal points, and missed drug interactions and missed drug interactions and
allergies.”allergies.”
Source: Source: Wall Street Journal /Wall Street Journal /Institute of MedicineInstitute of Medicine
HCare CIO: “Technology Executive” (workin’ in a hospital)
Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Senior
Healing-Services Team (who happens to be a techie)
PLANETREE/PLANETREE/PLANETREE PLANETREE ALLIANCE: A ALLIANCE: A DIFFERENT DIFFERENT
MODELMODEL
The 9 Planetree Practices
1.1. The Importance of Human InteractionThe Importance of Human Interaction2. Informing and Empowering Diverse Populations: Consumer Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information Health Libraries and Patient Information3. Healing Partnerships: The importance of Including Friends Healing Partnerships: The importance of Including Friends and Family and Family4. Nutrition: The Nurturing Aspect of Food Nutrition: The Nurturing Aspect of Food5. Spirituality: Inner Resources for Healing Spirituality: Inner Resources for Healing6.6. Human Touch: The Essentials of Communicating Human Touch: The Essentials of Communicating Caring Through Massage Caring Through Massage7.7. Healing Arts: Nutrition for the Soul Healing Arts: Nutrition for the Soul8.8. Integrating Complementary and Alternative Practices Integrating Complementary and Alternative Practices into Conventional Care into Conventional Care9.9. Healing Environments: Architecture and Design Conducive Healing Environments: Architecture and Design Conducive to Health to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
““It was the goal of It was the goal of the Planetree Unit to the Planetree Unit to
help patients not help patients not only get well faster only get well faster but also to stay well but also to stay well longer.”longer.” —Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
Press Ganey Assoc: 139,380 former patients from 225 hospitals:
nonenone of THE top 15 factors of THE top 15 factors
determining determining PPatient atient SSatisfaction atisfaction referred to patient’s health referred to patient’s health outcomeoutcome
PSPS directldirectly related to y related to StaffStaff InteractionInteraction
PSPS directldirectly correlated with y correlated with Employee Employee SatisfactionSatisfaction
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Care Partner ProgramsCare Partner Programs (IDs, discount meals, etc.)
Unrestricted visitsUnrestricted visits (“Most Planetree hospitals have eliminated visiting restrictions altogether.”) (ER at one
hospital “has a policy of never separating the patient from the family, and there is no limitation on how many family members
may be present.”)
Collaborative Care ConferencesCollaborative Care ConferencesClinical Guidelines DiscussionsClinical Guidelines Discussions
Family SpacesFamily SpacesPet VisitsPet Visits (POP: Patients’ Own Pets)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Griffin: Music in the parking Music in the parking lot; professional musicians in lot; professional musicians in
the lobbythe lobby (7/week, 3-4hrs/day) ;
5 pianos5 pianos ;
volunteersvolunteers (120-140 hrs arts &
entertainment per month).
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Each hired and developed and evaluated in unique waysEach hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways =
11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.
10. Avoid moderationAvoid moderation!!
"The reasonable man adapts The reasonable man adapts himself to the world. The himself to the world. The
unreasonable one persists in unreasonable one persists in trying to adapt the world to trying to adapt the world to
himself. Therefore, all himself. Therefore, all progress depends upon the progress depends upon the unreasonable man.”unreasonable man.” —GB Shaw,
Man and Superman: The Revolutionists' Handbook.
““Do one Do one thing every thing every
day that day that scares you.”scares you.”
—Eleanor Roosevelt
“Never doubt that a Never doubt that a small group of small group of
committed peoplecommitted people can change the can change the
world. world. Indeed it isIndeed it is the only thing that the only thing that ever has.”ever has.” —Margaret Mead
The greatest dangerThe greatest dangerfor most of usfor most of us
is not that our aim isis not that our aim istoo hightoo high
and we miss it,and we miss it,but that it isbut that it is
too lowtoo lowand we reach it.and we reach it.
Michelangelo
““Every time we come to a Every time we come to a comfort zone, we will find a comfort zone, we will find a
way out.” “No Cloning.” way out.” “No Cloning.” “‘Reinvent the brand’ with “‘Reinvent the brand’ with each new show.” “A typical each new show.” “A typical
day at the office for me day at the office for me
begins by asking,begins by asking, ‘‘What What is impossible that I is impossible that I
am going to do am going to do todaytoday?’”?’” —Daniel Lamarre, —Daniel Lamarre,
president,president, Cirque du SoleilCirque du Soleil
““Excellence can be obtained if you:Excellence can be obtained if you: ... care more than others think is wise; ... care more than others think is wise; ... risk more than others think is safe; ... risk more than others think is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”
Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)
"Life is not a journey to the grave with the intention of arriving safely in one pretty
and well preserved piece, but to skid across the line
broadside, thoroughly used up, worn out, leaking oil,
shouting ‘GERONIMO!’GERONIMO!’ ” —Bill McKenna, professional motorcycle racer