The Excellence Dividend
April 2018-May 2019

The Excellence Dividend was published in early 2018. I have not been entirely idle in the subsequent 13 months. Herewith you will find a collection of 12 papers that have seen the light of day during those 13 months. They are offered up here for your use. (Or not.)

The Excellence Dividend: The Eighteen "Number Ones"
(Investment #1: TRAINING/Asset #1: PORTFOLIO OF FIRST-LINE MANAGERS/Core Value #1: LISTENING EXCELLENCE!!!/Obsession #1: EXECUTION/"THE LAST 95%"/Job #1: ESTABLISHING/MAINTAINING "60/60/24/7/365" A CULTURE OF EXCELLENCE-BY-PUTTING-PEOPLE-REALLY-FIRST [Plus 13 others])

25 Rules

Agenda 2019/20: Basic Tenets
(Re-Imagine Employee Engagement and Growth/Re-Imagine Business Per Se/Re-Imagine Business Education and the MBA)

EEE/Extreme Employee Engagement
("Business has to give people enriching, rewarding lives ... or it's simply not worth doing."—Richard Branson/"The role of the Director is to create a space where the actors and actresses can become more than they have ever been before, more than they've dreamed of being."—Robert Altman)

Excellence Dividend FUNDAMENTALS
(PowerPoint/820 slides/13 chapters/Heavily Annotated)

The Excellence Dividend/Nine Observations
(In Search of Excellence in Six Words and eight others)

HARD IS SOFT. SOFT IS HARD.
("Hard [plans, numbers, org charts] is soft. Soft [people, relationships, culture] is hard."/GOOGLE GETS A [B-I-G] [S-O-F-T] SURPRISE)

Manifesto/Enterprise Excellence 2019
(EEE/EXTREME EMPLOYEE ENGAGEMENT/VISIBLE MORAL LEADERSHIP/A FULLTIME RESPONSIBILITY, NOT AN OPTION/HARD [NUMBERS/PLANS] IS SOFT. SOFT [RELATIONSHIPS/ CULTURE] IS HARD./EXTREME HUMANIZATION/PRODUCT-SERVICE DIFFERENTIATOR #1/EXCELLENCE IS THE NEXT FIVE MINUTES)

Maximizing Shareholder Value 1970-????: The Morally Bankrupt, Incomparably Destructive Economic and Social Idea That Decapitated Modern Business

Social Media: 28 Shorties

The Excellence Twenty: Success Lessons from The Excellence Dividend

Speed Trap: When Taking Your Time (Really) Matters
(BUILDING/MAINTAINING RELATIONSHIPS ... take time./RECRUITING ALLIES TO YOUR CAUSE ... takes time./BUILDING/MAINTAINING A HIGH-PERFORMANCE CULTURE ... takes time./ READING/ STUDYING ... take time./FIERCE/AGGRESSIVE LISTENING ... takes [lots of!] time./MBWA/MANAGING BY WANDERING AROUND ... takes time./SLACK IN YOUR SCHEDULE ... takes time./HIRING-EVALUATING-PROMOTING ... take time./THOUGHTFULNESS/INSTINCTIVE SMALL GESTURES (SMALL>>BIG) ... take time./EXTREME HUMANIZATION-RADICAL HUMANIZATION ... takes time./GAMECHANGING DESIGN [spending "hours and hours discussing corners"] ... takes time./YOUR NEXT EMAIL ... takes time./"THE LAST 1%" OF ANY TASK OR PROJECT ... takes time./E-X-C-E-L-L-E-N-C-E ... takes time.)

TEP/The Everything Paper+

I was exhausted last Friday afternoon. I'd not looked up for hours as I edited and re-edited and re-re-re-re-edited what I call "The Everything Paper." I mean it! EVERYTHING ... on one page (attached).* It's a long story, but my mind has been racing and I have wanted to capture the main themes I intend to exclusively work on in the years to come—not in a new book, but on one page.

(*I have sort of cheated. The main document is a single page. But for illumination, I have added a page called "Case Study"; it focuses on Commerce Bank/Metro Bank, the poster child of The Excellence Dividend. It is representative of much of what I am discussing in TEP/The Everything Page. When I do a paper handout, TEP is printed on the front and the Commerce/Metro story is printed on the back—hence it technically remains one page!)

I call this one-pager "Agenda/Excellence 2019." For several iterations I labeled it a "Manifesto." But in the end that felt far too pretentious. And, hey, it is an "Agenda." As you might expect, "Excellence" is in there too—it's an even more important idea/state-of-mind/action item in 2019, with, in particular, technology most likely embarking on a job-destruction binge.

So you will be the judge. This one-pager has been through perhaps 100 drafts—no kidding.

It's the best I can do.

(FYI: The first of ten points in the Agenda is about my hobbyhorse.2019: EEE/Extreme Employee Engagement. Hence I have included a second 1-pager, titled Extreme Employee Engagement.

(FYI: A special thanks to Zach First and Rick Wartzman at the Drucker Institute for pushing my thinking several steps forward—especially on the topic of the damage done by the dreadful Maximizing Shareholder Value "movement.")

Attachments
Agenda/Excellence 2019 (one page)
Agenda/Excellence plus Metro Bank
Extreme Employee Engagement
EIGHTEEN Number Ones

Australian Institute of Management WA

In Perth, Tom spoke to the Australian Institute of Management Western Australia (AIM WA), a nonprofit dedicated to Excellence in management and leadership in public and private organizations.

Slides are here:
Australian Institute of Management WA

EVERYTHING!
(Again.)

In New Zealand for another three weeks. But I'm heading to Perth next week to speak to the Australian Institute of Management WA (Western Australia). I'm putting together an up-to-date "Master" presentation which summarizes my thinking as honed in the past couple of months, particularly last week when I was at the University of Auckland Business School, speaking to a w-i-d-e variety of groups.

So this compact ("only" 269 slides) presentation is an SOE/Summary Of Everything as of Feb-March 2019.

In particular I single out my two big newish themes: "E-Cubed"/Extreme Employee Engagement and Extreme Humanization. The big idea is that to contend with the AI tsunami we have to double down on employee development rather than use tech to promiscuously cut jobs. And we have to double down on adding the human touches which make a customer interaction memorable as well as effective. Here's the way I put it in one slide, based on my friends at Metro Bank in the UK:

Thrill customers (turn them into loyal message-spreading 'Fans') AND create good jobs AND earn big bucks AND embarrass the tech-gaga/cost-cutting-obsessed/short-term-shareholder-maximizing narrow-minded-job-and-sustainability-destroyers.”

FYI, here's the Metro Bank mantra which so thoroughly incorporates these ideas:

Are you going to cost cut your way to prosperity? Or are you going to spend your way to prosperity?”

Over-invest in our people, over-invest in our facilities.”

Cost cutting is a death spiral. Our whole story is growing revenue.”

All yours ...

Auckland Perth MASTER 01 March 2019

(Suggestion: Check out the two "FIRST THINGS BEFORE FIRST THINGS" sections near the beginning of the presentation. Though not annotated, they mostly speak for themselves, I think.)

New Zealand Defence Force

Still in Auckland, Tom spoke to the New Zealand Defence Force. Visit their website to learn more about their mission and practice. Our commendations go out to the NZDF!

The slides presentation is here:
New Zealand Defence Force, Auckland

Fisher & Paykel

Winter in the Northeast U.S. finds Tom relocated to the Southern Hemisphere. Today (20 February in New Zealand) he was in Auckland speaking to the Fisher & Paykel Healthcare Corporation, known for respiratory humidifiers and other breathing apparatuses. Once part of Fisher & Paykel Industries, the Healthcare Corporation split off in 2001, and the remaining household appliance manufacturer became Fisher & Paykel Appliance Holdings Limited.

The slides presentations are here:
Fisher & Paykel Healthcare, Auckland, Final
Fisher & Paykel Healthcare, Long

Podcast: Stayin’ Alive in Tech

There's a relatively new podcast hosted by Melinda Byerley called Stayin' Alive in Technology. Two days ago Tom was a guest, and his episode, "Tom Peters: Don't Stop Me Now," is now live and ready for listening. Tom tells us he had a lot of fun, not the least of which was choosing the music! (So, be sure to pay attention to that.)

Stayin' Alive in Tech podcast

To see more from this podcast, which explores the beginnings of technology and Silicon Valley, visit @stayinpodcast on Twitter.

“Sorta Manifesto”?

Whatever this "thing" is, I can't let it go. Revision follows revision—like magical thinking. So I hereby officially declare it a brief-ish "Sorta Manifesto." The format remains nonlinear; that is, disjointed. That's not (entirely) laziness. "Disjointed" is part of the point. It is a series of somewhat related notions. And I'd prefer it be read that way. I'm delighted if one pulls you this way, another pulls you that way. In my opinion, it is YOUR job to figure out what it might mean for you. (I think the parts add up to a whole, but that conclusion—or an alternative conclusion—is up to you, the reader.)

Extreme Humanization/Extreme Employee Engagement

ExtremeHumanization
RadicalHumanization
HumanizationOffensive
ExtremeEmployeeEngagement
RadicalEmployeeEngagement

I continue my search for approaches fit for dealing with the “AI tsunami” (talk about an overused term). I have a visceral dislike for “defending against the encroachment ….”
I want offense, not defense.

And attached is my “offensive effort” (yikes, watch those words, Tom) to deal with this tech change—you might call it a short-form follow-up to The Excellence Dividend.

My approach (to going on offense), presented in summary form in the attached (some summary, 33 pages, 6,403 words), is built around the words in the title above:

ExtremeHumanization
RadicalHumanization
HumanizationOffensive
ExtremeEmployeeEngagement
RadicalEmployeeEngagement

There are 19 wee sections which attempt to get at the meaning of, in particular, ExtremeHumanization/ExtremeEmployeeEngagement.

All yours …*

(*The word “Extreme” is not used lightly.)

#1

First blogpost of the year. Better make it good. Well, uh, I mainly want to repeat the last post of 2018. I am hung up on the DEE issue. Deep Employee Engagement. I think it is the answer to a lot of issues, including uncertainty and tech change/AI. So I am attaching a slightly expanded version of my prior "DEE" paper somewhat amended/beefed up.

DEE. A cure all? I honestly think it more or less is.

I love playing with words, so there are actually two versions appended herein. The second is exactly the same as the first, save for the title. The alternate title: EEE (or E-cubed). EEE: Extreme Employee Engagement.

The new versions start with two epigraphs, two of my all-time favorite quotes. To wit:

Richard Branson: "Business has to give people enriching, rewarding lives ... or it's not worth doing."

Oscar-winning director Robert Altman: "The role of the director is to create a space where the actors and actresses can be more than they have ever been before, more than they have ever dreamed of being."

Read and re-read (a zillion times) these two quotes—and start living up to the challenge they represent.

Happy 2019.
Now git goin'!

Attachments:
Deep Employee Engagement/DEE
Extreme Employee Engagement/EEE

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