Category: People


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.)


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:


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.)


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'!

Deep Employee Engagement/DEE
Extreme Employee Engagement/EEE

DEE2019/Deep Employee Engagement

How about making DEE/Deep Employment Engagement your principal theme for 2019? It's more than a "winning formula." It's the right thing to do. It is the moral thing to do. And: It is the profitable thing to do.

Who could ask for more?

Happy 2019!

Now get your backside in gear.

Launch date: 1/2/2019.

The "why":

DEE maximizes the quality of CUSTOMER engagement.
DEE maximizes customer retention.
DEE makes it safe to take risks which in turn maximizes INNOVATION at all levels of the organization.
DEE radically improves individual and organizational learning.
DEE enhances co-operation which dramatically improves all-important cross-functional communication.
DEE improves the quality of joint ventures.
DEE enhances teamwork which then increases PRODUCTIVITY and QUALITY.
DEE dramatically improves EXECUTION.
DEE reduces turnover and stabilizes the work force.
DEE makes it possible to recruit top talent.
DEE means top employees are far more likely to stay with the organization.
DEE improves the reputation of the company as viewed by all stakeholders.
DEE improves community relations.
DEE is a contribution to humanity.
DEE is the only sane and honorable response to the forthcoming radical changes in the global workplace.
DEE makes it possible for leaders to look in the mirror without barfing.
DEE makes it possible for leaders to look in the mirror and smile.
DEE is the bedrock of EXCELLENCE. (No DEE, no excellence. That simple.)
(And, dear bean counters: DEE is a peerless/the best/sustainable profit-maximization tool. DEE = Money [lots of] in the bank.)

[Ed.: Also in PDF format, 04 Jan 2019]

Google Surprise

"Hard (plans, numbers, org charts) is soft. Soft (people, relationships, culture) is hard." Those two sentences-ideas have been the core of my work for decades.

So how about this, from a 12/20/17 Washington Post article:

"Project Oxygen [data from 1998-2013] shocked everyone [at Google] by concluding that among the eight most important qualities of Google's top employees, STEM expertise comes in dead last. The seven top characteristics of success at Google are all soft skills—being a good coach, communicating and listening well, having empathy toward and being supportive of one's colleagues ..."

The paper attached here—"Hard is Soft. Soft is Hard. Google Gets a (Big) (Soft) Surprise"—starts with the Google case and moves into other arenas to discuss "Hard is soft. Soft is hard." It is very short and intended to be a thought starter. It's also, frankly, an excuse to get the Google finding in front of more people: If the Google tale doesn't make you stop in your tracks, I honestly don't know what would!!!!!!!!!! (The excerpt included from Rich Karlgaard's book The Soft Edge is also a "showstopper"—giving conventional wisdom a well deserved good, swift, kick in the butt.)

Over to you ...

Google Surprise Plus

Video with Tom and Tiffani Bova

Here's a short video: Tom Peters and Tiffani Bova—People to preview the IIL Agile and Scrum virtual conference online, scheduled for Thursday, the 7th, at 11:00 a.m. Eastern time.

Video: Tom Peters and Tiffani Bova—People

[Addendum 6 June 2018: TP and Tiffani Bova—Listen, Care, Smile, Say "Thank You"]

[Addendum 7 June 2018: TP and Tiffani Bova—It's All About the Relationships]

[Addendum 12 June 2018, Final Video: TP and Tiffani Bova—The Importance of Failure]

ChangeThis Issue #164

The lead article in this month's ChangeThis is Tom's elaboration on his main theme from The Excellence Dividend: People First! I.e., people take time.

It seems Tom can't re-state his "People First" message often enough. He's said he'll keep repeating it until businesses start listening and change accordingly.

See the ChangeThis article here. And give time to really digesting its message.