From all reports, Tom had a good time talking to former associates and good friends Robert Thompson and Mike Neiss. The topic of the podcast was Perspectives and Predictions, and the talk got started with the subject of Social Business. That discussion led to a conversation with Cheryl Burgess, coauthor of The Social Employee. The podcast can be found on Thompson's website, leaderinsideout.com ... we suggest you go there to listen in for other perspectives and maybe a prediction along the way.
One essayist ungrammatically called Japan "uniquely unique." Ungrammatical or not, it is perhaps accurate. In addition to jet lag following a 13+ hour flight from Boston to Tokyo, the intrigue of Japanese culture per se gripped me instantly. My wife, Susan, is a tapestry weaver, textile designer, and avid gardener, and this was her first trip to Japan. Soon we were off on a whirl of garden and temple tours. As luck would have it, the leaves were rapidly turning and the scarlet blanket of astounding Japanese maple leaves took our breath away time and again. Among the many stops, perhaps my favorite was the dry garden (15 perfectly placed stones amidst carefully swept gravel) at the Ryoanji Zen temple in Kyoto. Among other things, the Ryoanji garden is said to have been a major inspiration to Steve Jobs who, in general, was greatly influenced by Zen and Japanese culture. Though not particularly aesthetically well-tuned, I can nonetheless readily understand the garden's allure—I was mesmerized.
Following a glorious—and exhausting—10 days of touring and cultural absorption, we headed to Tyoko (more accurately, Chiba) for two days of seminar-giving on my part. The first day's audience was about 1,500 pumped up Japanese SME execs. Giant companies everywhere are staggering under the weight of accelerating change—Japan is no exception. And the future, I fervently believe, is universally in the hands of small and medium-sized enterprise. While Japan has been gripped by stagflation for two decades, the attitude among the entrepreneurs I crossed paths with could not have been more upbeat.
In any event, a terrific two days—the 2nd, a dawn-to-dusk seance with 100 senior entrepreneurial-firm execs, ensued—personally as well as professionally. Many thanks to my newfound colleagues in Japan for your hospitality and attention. I'd add that my hosts at Learningedge, Japan's largest business seminar organizer, are all pros of the first order!
You will find here the PowerPoint presentations for each of the two events:
16 Nov, Japan, Re-imagine Excellence: Innovate or Perish
17 Nov, Japan, Re-imagine Excellence: Talent, Value Added, and More
Tom recently had a chance to talk to CNBC on a subject that's dear to him: Germany's Mittelstand. Medium-sized companies that are a driving force in the economy. He's been a champion of the phenomenon for years, so it's good to see that others are joining the discussion. Watch the video to get in on the secret.
Respect is not "earned." Respect given is automatic—though you may upon occasion discover that it was not, alas, merited.
Respect is the default position. Disrespect must be earned.
Respect is the greatest motivator of all.
Every human being has an interesting story. You'll find it if you give a shit. (And listen.)
Everyone has a great story to tell ... if only you'd shut up.
Listening intently is the greatest act of respect.
Repeat: Respect is the greatest motivator of all.
The virtuous (business) circle:
Twitter respondent: "What happens after you've 'listened' is what is actually important."
TP: Somewhat disagree. The listening [intently] PER SE is what matters most. [Which is kinda the point.]
My favorite quote (or, one of them): "Be kind, for everyone you meet is fighting a great battle."—Philo of Alexandria (I constantly remind myself of this.)
The things mindless optimists say sometimes make me want to vomit, such as, "All you need is a positive attitude." For some, life sucks.
Me, at the airport, BWI, 6:45AM, to bus driver who pulls up to the curb: "Is this the bus to the rental car lot? "
Driver, with a broad smile: "Don't we begin conversations like this with 'How are you this morning?'"
(Me, to myself: "What a total jerk I am. What a wonderful reminder.")
Me, to bus driver: "You are absolutely right, and I am so sorry for my rudeness. Oh, and I hope you have a great day."
Some people "get straight to the point." Some stumble and fumble. The former are persuasive—and invariably wrong.
Definition of "get straight to the point": Arrogance and gross oversimplification.
"I'm gonna tell it like it is." Life is complex, multi-variate, non-linear. No one has a clue as to "like it is."
"I'm gonna tell it like it is.": I am going to expose you to all of the data incompleteness and prejudices and biases and distortions and shortcuts in my information accumulation and analysis process.
(We have also attached these comments as a PDF.)
Tom's chosen topic for his appearance today in Guadalahara is "Innovate ... or Perish." If you were in the audience and would like to have the slides he used, you can download the PowerPoint presentation here. There's also a long Web-only version if you want more in-depth coverage of the topic. Enjoy!
What follows is a slightly revised version of the Project Leadership Excellence 42 list from my presentation last week to the PMI Leadership Institute confab. We have also attached this list in both PDF and PowerPoint formats.
1. Politics as nuisance-distraction vs. "Politics Is Life. RELISH It."
2. IQ > EQ vs. EQ > IQ.
3. Buttoned down to a fault vs. "I am a dispenser of enthusiasm."—Ben Zander
4. "We don't have time for niceties" vs. CIVILITY. ALWAYS.
5. "There's always some damn thing" vs. Live for the madness per se.
6. "This is a time of enormous change, which must be reflected in our work" vs. "The greatest shortcoming of the human race is our inability to understand the exponential function."—Albert Bartlett
7. Linearity/“waterfall" vs. Non-linearity/circularity/high tempo-lightning fast "O.O.D.A. Loop"/agile.
8. Step-at-a-time vs. "Demo or die"/“Serious Play"/“Ready. Fire. Aim."
9. Optimistic-or-bust vs. UNDER-promise or bust.
10. In the office vs. Out of the Office/NO OFFICE.
11. Nose to the grindstone vs. "This is a blast—as cool as it gets."
12. Meetings as agony vs. MEETINGS AS LEADERSHIP OPPORTUNITY #1.
13. Small leadership circle vs. Inclusive leadership circle.
14. Formal customer-vendor relationships vs. "No barriers"-fully integrated partnership with customers-vendors.
15. No time to waste, isolation is the norm vs. welcome to the Age of SOCIAL BUSINESS.
16. Information as needed vs. WILDLY "over"-communicate with EVERYONE.
17. Confidentiality often necessary vs. Confidentiality 99% nonsense/Inform everyone of everything.
18. Email/IM vs. FACE-TO-FACE/frequent-flyer miles.
19. Over-scheduled vs. 50% unscheduled time.
20. Latest tech vs. Paper checklist.
21. Lunch with colleagues/Lunch as respite vs. LUNCH as #1 Networking Opportunity.
22. Suck UP for Success vs. Suck DOWN for Success.
23. Fend off enemies vs. Recruit and nurture ALLIES ALLIES ALLIES.
24. Silos are inevitable vs. INTENSIVELY MANAGED "XFX"/Cross-Functional eXcellence.
25. Not our fault vs. WILDLY over-respond to screw-ups/Apology as Relationship Building Mainstay.
26. Recognition-as-deserved vs. Constant recognition, especially for "little stuff"/Celebrate-every-damn-milestone-imaginable, make ’em up if need be/“BIG MO" rules.
27. Talk vs. LISTEN/Listening-as-Strategic Tool #1.
28. "Here's the deal" vs. "WHAT DO YOU THINK?"
29. "We want people who know what they are doing" vs. "We want people with an insatiable thirst for growth."
30. If we hire good folks, little need for training vs. Training = Investment #1 (Even on a BRIEF project).
31. Noisy vs. Quiet (Introverts are probably under-represented on your team—fix it).
32. "Millennials are different" vs. Millennials want stuff smart "people-1st companies" (e.g., Virgin, Southwest) have been giving non-millennials for decades.
33. Supervisors are 1st and foremost paid to "keep on top of things" vs. Supervisors are in the "people development business."
34. Bosses aim to "help people be successful" vs. Bosses help people GROW. (2014: "Grow or die.") (Holds on even BRIEF projects.)
LEADER/CORPORATE MANDATE #1 2014: Your principal moral obligation as a leader is to develop the skillset, "soft" and "hard," of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the #1 mid- to long-term ... profit maximization strategy!
35. Lieutenants & captains & majors vs. Sergeants, sergeants, sergeants.
36. "Gender balance" an important goal vs. Women are the best leaders. (And usually primary end-users.)
37. Concentration/“no nonsense" vs. Daydreaming/READING/ "Freak Fridays."
38. Kaizen vs. WOW-ification/“Insanely great."
39. Design is important vs. "You know a design is good when you want to lick it."—Steve Jobs (Design supremacy/Market Cap: Apple > Exxon.)
40. Minimize "TGWs"/Things Gone Wrong vs. Maximize TGRs/Things Gone Right.
41. Make a damn good product vs. Good product PLUS greatly enhance the (transformative) "INTEGRATED SERVICES ENVELOPE."
42. "Good work" vs. ... EXCELLENCE!
Tom is speaking in Phoenix (+63F temperature shift from Vermont) to the Project Management Institute's North American Leadership Institute Meeting 2014. "I am excited beyond measure--I've been waiting 48 years for this," he says. "I got my construction engineering masters degree from the civil engineering department at Cornell in June 1965. My thesis was on something very new--PERT/CPM. That is, Program Evaluation and Review Technique/Critical Path Method. Oh, and there was RAMPS/Resource Allocation and Multi-Project Scheduling. The statistical methodology was intimidating, but my brain was then supple, and I nailed it with a document on, more or less, the impact of varying standard deviations of critical path events. Gauss, Bayes, and others were my lodestones. Then off I went to practice civil engineering--as a U.S. Navy Seabee (from Construction Battalion) Ensign in Vietnam in 1966. Whoops. Though building complex structures such as bridges and fortified Special Forces Camps, I didn't need a lot of PERT/CPM/RAMPS. But I sure as hell could have used some people skills--not to mention a little time behind a bulldozer or grader's control panel. I.e., I was loaded for bear academically re project management technicalities, but AWOL on the 'last 95%'--'PAP'/People and Practicalities. I was royally pissed off at Cornell, and let my faculty advisors know it when my deployment ended and I went home for a bit of shore leave prior to returning for Vietnam deployment #2. Little did I realize that the 'missing 95%' I was so irritated at Cornell about was what I'd research and write on 16 years later in a book titled, In Search of Excellence. (Remember the ISOE battle cry: 'Hard is Soft. Soft is hard.' The 'hard' numbers are flabby/soft as hell; and the so-called 'soft' 'people stuff' is the true enterprise bedrock/'hard stuff.') Book or not, I've never given the lecture I wanted to give on project management--until now. You'll find here the PowerPoint I used, 'The Project Leadership EXCELLENCE 42.' You'll also find a PDF version of the PLE42 PowerPoint. I've also attached two related papers, 'Getting Things (THAT MATTER) Done Against the Odds and in the Inky-black Shadow Cast by the Guardians of the Status Quo,' my implementation summa; and 'Systems Have Their Place: SECOND Place,' which argues that systems only achieve their potential if the culture of the organization is appropriate and well imbedded; culture, that is, is the lead variable. To put you in the appropriate mind set, I'll share here the first slide of my PMI presentation. Peter Pronovost is the Johns Hopkins doctor who brought the checklist into healthcare. It has saved a staggering number of lives. Peter quickly ran into a stumbling block in the road to implementation. Hospital culture usually had to be dramatically altered for the checklist to work. For example, nurses had to be fully empowered to stop the process in train if the doctor skipped a step; that is, 'simple' checklists were predicated on true teamwork. Peter wrote about it in his superb book, Safe Patients, Smart Hospitals. Herewith, the extract that served as the text of my 1st PP slide: 'When I was in medical school, I spent hundreds of hours looking into a microscope--a skill I never needed to know or ever use. Yet I didn't have a single class that taught me communication or teamwork skills--something I need every day I walk into the hospital.' Hope you find this stuff of some value.
I. The Moral Bedrock of Management: Maximizing Human Capital Development
II. TRAINING: Investment #1
III. The 34 BFOs/Blinding Flashes of the Obvious: This Is the (OBVIOUS) Stuff I Care About. This Is the (OBVIOUS) Stuff, the Absence of Which Sends Me into a ... RAGE
IV. Systems Have Their Place: SECOND Place
V. PUTTING PEOPLE (REALLY) FIRST!
VI. #1 Then/1982. #1 Now/2014: A BIAS FOR ACTION
The document herein attached is just what it says it is--a potpourri, a miscellaneous collection of my favorite recent essays on EXCELLENCE. (Tom Peters. EXCELLENCE. What else?) Several are recent additions--“The Moral Bedrock of Management” and “TRAINING: Investment #1.” The pair are responses to itches I've long intended to scratch in print; now I have. "The 34 BFOs/Blinding Flashes of the Obvious" is a summary document of just what the title says, obvious and vital itches that few too managers vigorously scratch. "Systems Have Their Place: SECOND Place" is, dare I say it, one of my favorite pieces that as far as I'm concerned has not gotten appropriate attention. The final duo--“PUTTING PEOPLE (Really) FIRST” and
"#1 Then/1982. #1 Now/2014: A BIAS FOR ACTION" are updated papers on my two favorites-forever topics.
Don't miss the interview at McKinsey.com, "Tom Peters on leading the 21st Century." On the 50th Anniversary of the McKinsey Quarterly, they interviewed Tom, and the conversation basically covers his outlook on the next 50 years. Use the link above to find the online version of the interview, which includes several short video clips and a Twitter feed of the talk around what Tom had to say.
Mitch Joel of Twist Image did a "Six Pixels of Separation" podcast with Tom on the state of business today. You can find it on iTunes as SPOS # 429, or here at twistimage.com.
Listing Tom as one of 22 Thinkers to Follow on Twitter, Drake Baer at Business Insider writes this: "Unlike other members of the management elite, Peters is always in conversation with his followers. So throw a quandary his way." High praise in Tom's way of thinking.
Tom especially loved this Twitter exchange started by Thinkers50: "Thinkers Who've Reinvented Themselves via Twitter."