Tom Peters’ Re-Imagine excellence!


“Work on me first.” —Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations



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“Work on me first.” —Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations

  • "You will never change your life until you change something you do daily. The secret of your success is found in your daily routine." -- John C. Maxwell
  • “The biggest problem I shall
  • ever face: the management of Dale Carnegie.”
  • —Dale Carnegie, diary of
  • Hiring.

70

“development can help great people be even better— but if I had a dollar to spend, I’d spend 70 cents getting the right person in the door.” —Paul Russell, Director, Leadership and Development, Google

  • “In short, hiring is the most important aspect of business and yet remains woefully misunderstood.”
  • Source: Wall Street Journal, 10.29.08,
  • review of Who: The A Method for Hiring,
  • Geoff Smart and Randy Street

“It’s simple, really, Tom. Hire for s, and, above all, promote for s.” —Starbucks regional manager, on why so many smiles at Starbucks shops

Put it in the FORMAL criteria list. DAMN IT!

Andrew Carnegie’s Tombstone Inscription … Here lies a man Who knew how to enlist In his service Better men than himself. Source: Peter Drucker, The Practice of Management

  • Quiet
  • “We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to doubt. … We think that we value individuality, but all too often we admire one type of individual … Introversion is now a second-class personality trait. … The Extrovert Ideal has been documented in many studies. Talkative people, for example, are rated as smarter, better looking, more interesting, and more desirable as friends. Velocity of speech counts as well as volume: We rank fast talkers as more competent and likeable than slow ones. But we make a grave mistake to embrace the Extrovert Ideal so unthinkingly. … As the science journalist Winifred Gallagher writes, ‘The glory of the disposition that stops to consider stimuli rather than rushing to engage with them is its long association with intellectual and artistic achievement. Neither E = mc squared or Paradise Lost was dashed off by a party animal.’ Even in less obviously introverted occupations, like finance, politics, and activism, some of the greatest leaps forward were made by introverts … figures like Eleanor Roosevelt, Warren Buffett and Gandhi achieved what they did not in spite of but because of their introversion.” —Susan Cain,
  • Quiet: The Power of Introverts in a World That Can’t Stop Talking
  • “If you are a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or teambuilding retreats. Make the most of introverts’ strengths— these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine.
  • “Also remember the dangers of the new groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas … Don’t mistake assertiveness or elegance for good ideas. If you have a proactive workforce (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.” —Susan Cain,
  • Quiet: The Power of Introverts in a World That Can’t Stop Talking
  • “The next time you see a person with a composed face and a soft voice, remember that inside her mind she might be solving an equation, composing a sonnet, designing a hat. She might, that is, be deploying the power of quiet.” —Susan Cain,
  • Quiet: The Power of Introverts in a World That Can’t Stop Talking
  • The Army Knows!
  • If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?
  • THE SERGEANTS RUN THE ARMY. PERIOD.

“In great armies, the job of generals is to back up their sergeants.” —COL Tom Wilhelm, from Robert Kaplan, “The Man Who Would Be Khan,” The Atlantic

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

  • “People leave managers not companies.”
  • —Dave Wheeler
  • Suggested addition to your statement of Core Values: “We are obsessed with developing a cadre of 1st line managers that is second to none—we understand that this cadre per se is arguably one of our top two or three most important ‘Strategic Assets.’”
  • WSJ/0910.13: “What matters most to a company over time? Strategy or culture?
  • Dominic Barton, MD, McKinsey & Co.: “Culture.”
  • Do you absolutely understand and act upon the fact that the first-line boss is the … KEY LEADERSHIP
  • ROLE … in the organization?
  • E.g.: Do you have the ...
  • ABSOLUTE BEST TRAINING & DEVELOPMENT PROGRAMS
  • IN THE INDUSTRY ...
  • (or some subset thereof)
  • for first-line supervisors?
  • Suggested addition to your statement of Core Values: “We are obsessed with developing a cadre of 1st line managers that is second to none—we understand that this cadre per se is arguably one of our top two or three most important ‘Strategic Assets.’”
  • “C-level”?!



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