"Attribute No. 1," In Search of Excellence

Messing around with my favorite topic—the primacy of action over blah blah blah. Put together two attachments. One is a PowerPoint. The other is a set of quotes—the first ten of which are offered up below.

The "Big 10":

"We have a 'strategic plan.' It's called doing things."—Herb Kelleher

"This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think you're finding it when you're drawing maps and studying logs, but you have to drill."—John Masters, Canadian oil and gas wildcatter, The Hunters

"Can do!"—Motto, U.S. Navy Seabees (U.S. Naval Mobile Construction Battalions)

"Execution is the job of the business leader."—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

"Ready. FIRE! Aim."—H. Ross Perot (versus, he said, the far more common "Aim! Aim! Aim! ...")

"BLAME NO ONE. EXPECT NOTHING. DO SOMETHING."—Locker room sign
posted by NFL football coach Bill Parcells

"Thinking is the enemy of creativity. It's self-conscious and anything self-conscious is lousy. You simply must ... Do things."—Ray Bradbury

"To Be somebody or to Do something."—John Boyd

"Fall seven times, stand up eight."—Japanese proverb

"You miss 100% of the shots you never take."—Wayne Gretzky

You can find the video in the right-hand column of this page or watch it at YouTube (time: 2 minutes 3 seconds). Or, get a PDF transcript of the video's content: Strategy: Measure Innovation.

Part 4 introduces Tom's conviction that encouraging your people to make friends in other functions of the organization should be a top priority. Tom says you should reward such behavior, make it an agenda item. Download Part 4 of Tom's Mother of All Presentations, and learn how and why cross-functional socialization (read, idea-sharing) is essential to business excellence.

What's Part 3 all about? Given that worker satisfaction in the job is intricately tied to worker satisfaction with their supervisor, Tom sees selecting, training, and nurturing your first-line supervisors as a mandatory strategic part of business practice. I put it mildly. Download Part 3 of Tom's Mother of All Presentations to get his take—that is, care of first-line supervisors should be an obsession.

You can find the video in the right-hand column of this page or watch it at YouTube (time: 1 minute 49 seconds). Or, get a PDF transcript of the video's content: Brand You: Three-Minute Apologies.

When I was researching my new book Zoom!, I got in touch with Tom to get his take on the essential ingredient for success. Despite all the demands on Tom's time, he sent me a reply just a couple of days later.

Tom's speed of response was echoed by a line in his email: "I've only learned one thing in 40 years of business: 'He who tries the most stuff the fastest wins.'"

This was music to my ears. Being rapid in business has a bad press. If you're launching a business fast or turning an idea into reality in days not weeks, people assume that by fast-tracking, quality suffers. Not so. Speed is the factor that can make a difference in the marketplace, speed can beat the competition, speed can get you customers.

Because it's not having the idea that wins; it is—of course—about how quickly you execute. Software start-ups have known this for a long time, where in the long tail of the apps market, developers make their products fit for purpose and launch early, rather than wait until they're perfect. "Fit for purpose" means while it's still a prototype, you're shipping a product of value—it has to do its job, solve the problem, fix the headache. Getting it out early, listening to user feedback, and making adaptations as you go keep you ahead of the competition.

Speed is a business lesson that any organisation can learn; it's not just for start-ups. Whether it's a product launch or a new division being started, making it happen fast is critical. Too many organisations get so stuck in internal procedures they lose focus on just getting it done. Ideas are mulled over in meetings, those meetings run overtime, and decisions get carried over to the next month. What would have been a brilliant, "WOW" idea if it was launched in 10 or 30 days becomes weak when it is finally launched, diluted, 100 days later. But it doesn't have to be that way.

Venture capitalist and former chief evangelist of Apple Guy Kawasaki backs this up. When I spoke to him for Zoom!, Guy said that making your business happen fast is about shipping your product to real life customers. "I'm not saying you should ship a piece of crap: you should ship something great. But if you try to ship something great that is perfect, you're going to take too long. You'll learn more about your product in the first week after shipping than 52 weeks thinking about and studying and doing focus groups."

So whatever business you're in, try thinking like a software company and apply speed to make your idea happen. It's better to launch "in beta" rather than to procrastinate and get stuck in business planning. Or should that be 'business guessing"—after all, who knows what will happen in five years' time? The idea that launches fastest is the one that succeeds; "done" is often better than "perfect."

Don't be one of those people who had a great business idea but got beaten to launch. Put your foot on the accelerator and make it happen: give it some Zoom!

There is a lot of talk about "adaptive organizations," as there should be. In these perilous and fast-changing times, adaptivity is arguably Skill/Goal #1—and the bones of those, old and young, who failed to adapt litter the landscape.

Books can be and have been and will be written about the topic. Dozens of 'em. But I want to pound a stake into the ground. I doubtless wildly over-simplify, but I insist that there is a one-variable answer to the adaptivity issue—moreover, treatment of that variable is "the" answer to this conundrum and it has been with us, unchanged, for eons. It has been the determining success-fail, life-death factor for companies and armies alike.

In short: Adaptivity is more or less a 100% function of the workforce and how it is recruited and developed and encouraged and appreciated—or not.

Adaptive organizations will have workforces which ...

*Are hired for attitude and character and proven teamwork as much or more than for skill
*Are respected and trusted and visibly appreciated and celebrated
*Are in on pretty much everything in an environment of information sharing and transparency
*Are trained and re-trained ad infinitum—you can, in effect, never spend too much time or money on training and re-training
*Treat "learning new stuff"—each and every day—as a near holy responsibility
*Believe that every one of us and every outsider has something worthy to teach us
*Are routinely exposed to an "insane" variety of outsiders who offer constant stimulation and direct challenges to conventional organizational/marketplace wisdom
*Are given the autonomy (with concomitant accountability) to and encouragement to "try it," almost any "it," at the drop of a hat—and then try it and try it again and again
*Are guaranteed that "useful failures" are cheered rather than jeered
*Are bound by a coda that shouts "good enough is never good enough"
*Are all "dreamers with deadlines," committed to pursuit of the novel and disruptive—and equally committed to flawless and timely execution
*Laugh a lot at themselves and their foibles and pratfalls
*Are, while civil to a fault, irreverent about damn near anything other than integrity and decency
*Are responsible for each other's mentoring and growth
*Believe that their role—each and everyone—is to serve, to serve each other and to serve each member of our family of organizations (vendors, customers, communities, etc.)
*Are diverse to a fault—not legalistically diverse, but from every background imaginable
*Are insistent that each and every one is treated as an utterly indispensable member
of the team—there are no bit players
*Relentlessly pursue no less than EXCELLENCE in all we do, in tough times even more than in times of economic good health

And that's it!
(Or some list more or less like this.)

Of course the above requires inspired leadership which truly puts people first.
Blah.
Blah.
Blah.

Bottom line: If the workforce encapsulates the above ideas—adaptivity will be virtually automatic and a walk in the park.* (*Of course it won't be any such thing—but presumably you get the drift.)

FYI/I repeat: This is an incredibly un-new idea. (It's achievement is, alas, exceedingly unusual—but it has unmistakably been "the secret" for ages.)

Translation (if I was unclear):

A soaring vision is desirable.
An effective strategy is important.
Super-processes are a necessity.

But in the end, it's all about ... THE PEOPLE!*

*It's ALWAYS all about ... THE PEOPLE!

[Ed. This blog is also available as a PDF: "Adaptive" Organizations.]

(Above and below, taking trip #1 in my new 12-foot Vermont Packboat amidst fall foliage on Lake St. Catherine. Photo courtesy Susan Sargent; boat designed and built by Adirondack Guideboat, North Ferrisburgh VT.)

Forget Overnight Success and Learn to Be Persistent

Overnight success is one of the most widely held beliefs in the business world. It's also hugely misleading, and adopting this idea that you can easily become an overnight success could actually be quite damaging for your career and life. The truth is simple. There are very few—if any—genuine cases of overnight success. The majority of successful people have dedicated themselves to a goal and persevered for a long time before reaching a high level of achievement that is finally noticed and talked about by others.

Perseverance is defined as remaining constant to a purpose, idea, or task in spite of obstacles. Some people are born with the tendency to persevere. In fact, I can already see it in my young son. He likes to push his wagon around our backyard, but he doesn't always have enough strength and control to move it where he wants it to go. However, instead of giving up and crying, he faithfully pushes at the wagon from different angles until it's free of the tree or fence.

Pick up any one of Horatio Alger's rags-to-riches stories, and you'll be virtually hit over the head with the lesson that earlier generations didn't expect instant gratification the way we do today. If they had, we wouldn't have had the opportunity to evolve as fully as a society, with the most critical cultural and technological advances marinating over decades. We've become a society of now, now, now, but the truth is that most things worth having take a little bit of process and a lot of time. You shouldn't assume that if something doesn't manifest overnight that it won't happen at all, and, in fact, you will do wonders for your personal development if you can learn to be patient, maintain faith in your own potential, and increase your perseverance in driving important aspects of your career forward.

While it admittedly sounds a bit corny, the first step in this journey is to believe in yourself and what you want to do. If you try for a goal, but in the back of your mind you don't actually think you can accomplish it, you will wreck havoc on and sabotage your motivation. You will probably give up more easily, which will result in even poorer self-esteem. If you're like me and believing in yourself is sometimes challenging, you might talk to family members, friends, a psychologist, or a coach to address your doubts and insecurities head on.

Self-awareness is a critical part of developing perseverance. Admitting that you're the type to give up on a goal before you've completed it is the first step in changing that pattern. Then, practice keeping promises to yourself by setting small goals and refusing to quit until you've achieved them.

Another component is self-control. And how do you improve that? As John Tierney reported in the New York Times in 2008, research from University of Miami psychologists Michael McCullough and David Willoughby concludes that finding your religion may be the right move, since religiosity is correlated with higher self-control. Brain scans show that when people pray, the parts of the brain responsible for self-regulation and control of attention and emotion get a major workout. If you tend toward the agnostic, you can still get the self-control benefit by meditating privately or by getting involved with an organization that shares your values.

The final component in enhancing your perseverance is to think positively. Because you're human and not a cartoon character, it is difficult to have a positive attitude 100 percent of the time. When something unfortunate occurs, it's natural to feel negative emotions like anger, frustration, and sadness at first. But holding on to these until they result in constant depression and anxiety will make it all that much harder to persevere at a difficult goal.

(Read more about the book Blind Spots at
Penguin.ca and see Alexandra's blog at alexandralevit.typepad.com.)

In a recent post, Tom quoted David Lascelles to show how corporate mergers are contrary to nature. Lascelles uses bees as an example, relating that bee colonies split into separate colonies as they grow, before becoming too big. Lascelles says that nature is more about "growth, fragmentation, and dispersal" than it is about merging. "What the bees are telling us is that the corporate world has got it all wrong."

Beyond Lascelles's bees, there is another example, even closer to home, to demonstrate this point: humans.

For about 90% of the 200,000 years we have been anatomically modern humans we lived in bands that maxed out at about 150 people. When our groups started to grow beyond 150 people, we split into smaller groups that then continued to grow on their own, until they once again split. Anthropologist Robin Dunbar says that this number of 150 was meaningful: It represents the maximum number of relationships each of us can have with other people. The "Dunbar Number," as it is called, is a natural limit based on our cognitive capacity. (Dunbar shows that other primates, such as chimps, bonobos, orangutans, and gorillas, have proportionally smaller group sizes based on their smaller brains.)

Then, about 12,000 years ago we started to settle down into a sedentary "civilized" lifestyle, and shortly thereafter developed agriculture. This led us to live in larger groups, well past Dunbar's limit of 150 people, eventually leading to the urban centers we see today.

Although we usually think of the transition to agriculture and civilization as wonderful progress, it isn't so simple. In his book, Pandora's Seed: The Unforeseen Cost of Civilization, Spencer Wells paints a very vivid picture of the ills that civilized life has brought us. Wells describes archaeological evidence that shows how human size, health, and life expectancy actually decreased after the transition to settled living and agriculture. (Wells says that life expectancy for humans who made it past childhood didn't catch up with hunter-gatherer levels until the 19th century.) He claims that warfare, mental illness, and social strife, in addition to many diseases, are all byproducts of the unnatural situations we have lived in for the past 10,000 years. We evolved to live one way, and now are trying to live another way. What we see every day as our natural setting is, in fact, a very unnatural way for us to live.

So, if we are looking for evidence from nature that our belief in corporate mergers and unchecked growth is misplaced, Lascelles's bees are only the starting point. We can also look into the not-so-distant mirror of our own history and recognize that our real success on this planet has been based on small, nimble groups who "spin off" new groups before growing too big.

REALLY First Things Before First Things

I was initially trained as an engineer. (And have an MBA as well.) That essentially means that I am a slave to linear, logical analysis. Hence my presentations start at the start and I carefully build a logical structure for all that follows.

Fair enough. Except I frequently find that critical things I want to say are buried or not gotten around to. Hence, about a year ago I shrugged off my logical halter and decided to say what I thought was important, come what may, at the top of my remarks.

Hence what follows ...

Consideration of business strategy, approaches to product development, and the like are of the utmost importance to enterprise success. Yet there are other factors—perhaps mundane at first glance—that are the true differentiators between mediocrity and excellence. I'll touch upon four, which I call "REALLY First Things Before First Things." Most will agree that each one is important. But my goal is to induce you to convert them into strategic obsessions—if you do, I sincerely believe the world will be your oyster, or at least your enterprise will function quite a bit more effectively.

Get the PDF to read more ...

There is no logic to this column.
Which is precisely the point.

I was initially trained as an engineer. (And have an MBA as well.) That essentially means that I am a slave to linear, logical analysis. Hence my presentations start at the start and I carefully build a logical structure for all that follows.

Fair enough. Except I frequently find that critical things I want to say get left out or buried. Hence, about a year ago I threw off my logical halter and decided to say what I thought was important, come what may, at the top of my remarks.

Consideration of business strategy, approaches to product development, and the like, are of the utmost importance to enterprise success. Yet there are other factors—perhaps mundane at first glance—that are the true differentiators between mediocrity and excellence. I'll touch upon four, which I call "First Things Before First Things." Most will agree that each one is important. But my goal is to induce you to convert them into strategic obsessions.

Front-line managers. 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 is fully aware that success on the battlefield is dependent to an extraordinary degree on its sergeants. Does industry "get it"?

Research by the likes of Marcus Buckingham and Curt Coffman, reported in First, Break All the Rules, demonstrates that the first-line manager is the single most important key to employee satisfaction, retention—and productivity. No matter how fine the organization, if the employee is sour on his immediate boss, her or his performance will significantly suffer. I am not suggesting that execs don't take the front-line boss seriously. I am suggesting that, unlike the Army, they are not obsessed with developing their full cadre of front-line managers as a primary strategic asset and engine of enterprise performance! For starters: Are your font-line boss selection and training and mentoring processes unmistakably "knock-your-socks-off"/"best-in-class"?

Cross-functional excellence. Look at any organizational failure, and poor cross-functional integration is more often than not the chief culprit. Within an engineering company, for example, research, marketing and finance are routinely at each other's throats. The result is a critical new product comes to market 18 months late. Or take the local police and federal police: Each have the fight against terrorism as their pre-eminent goal—but frequently refuse to share all their data with one another. I chose in introducing this topic the word "excellence," as in "cross-functional excellence." That is, the idea here is not merely about "removing barriers." It is about what I believe is no less than the #1 opportunity to achieve competitive dominance—e.g., cut new-product development by, say, 50 percent or even more.

I have the utmost respect for Oracle and SAP. But this is not primarily a software issue. Or, rather, it is—but a softer form of software. Secret #1 (yes, I'll go that far) is "Let's do lunch." In fact I insist that bosses literally measure their direct reports on the number of lunches per month they have with members of other functions!

It works like this: Joe in procurement invites Sam in finance to lunch. Odds are high that along the way they discover a host of connections—e.g., both have eighth-graders in the same school. Joe will still tenaciously represent his "function" and Sam his—but the tenor of interactions is likely to change significantly, if not dramatically, from "gotcha" to something approaching "How can we jointly add maximum value?"

I call thing like "doing lunch" the "social accelerants" of cross-functional excellence. I can muster a list of 25 in a flash—e.g., present small weekly awards to those in other functions who have helped your team-function move forward. One should not promise miracles lightly, but taken together these notions can lead to miracles of the first order.

"Strategic" listening. Harvard M.D. Jerome Groopman wrote a fascinating book titled How Doctors Think. Dr. Groopman claims, not terribly surprisingly, that the best source for a doctor concerning the patient's complaint is—the patient. Yet he goes on to cite research showing that on average the doctor interrupts the patient after ... 18 seconds. I'll bet you a bundle that the average manager does not surpass the 18-second mark!

Like developing first-line managers and trying to improve cross-functional coordination, most bosses would agree that listening is "important." But, again, do they make it a strategic obsession? Because beyond a shadow of doubt that is precisely what listening per se should be.

I made a list of the things that flow from effective listening ("strategic listening" or "aggressive listening" as I prefer to call it). Listening is ...

the heart and soul of engagement,
the heart and soul of recognition,
the heart and soul of strategic partnering,
the heart and soul of learning,
the heart and soul of customer connections.
And on.
And on.

As with all things important, the key is becoming a serious student and practitioner. In fact I'll go so far as to say that listening per se is/can be a "profession" ... as much as playing the cello or flying a commercial aircraft.

Meetings. Find me a boss (or non-boss) who doesn't constantly bitch about "too many meetings"—I've never found one. But here is the irreducible fact of "boss-world": Meetings are what bosses do. There is no escape. And if that is true, then, also by definition, meetings are therefore the principal platform, or theater, in which every boss projects her or his leadership skills.

Immutable "bottom line": Every meeting that does not stir the imagination and curiosity of attendees, and increase bonding and co-operation and engagement and sense of worth, and motivate rapid action and enhance enthusiasm is a permanently lost opportunity. Call that a stretch if you wish—but then please explain to me why it is not the self-evident truth!

Let me be clear: This is not a rant about "conducting better meetings." This is a rant about the heart and soul and hour-to-hour reality of leadership effectiveness. One obvious implication: Prepare for a meeting/every meeting as if your professional life and legacy depended on it. Because it does.

There they are: "First things before first things." None, I strongly suspect, would disagree with the fact that all four are "important," even "very important." But it is my claim here that the four are in fact the "guts" of effective organizations—and, in fact, sustainable competitive advantage. Make each of these an "obsession"—and watch the bottom line soar.

You can find the video in the right-hand column of our front page, or watch it here (Time: 2 minutes 21 seconds). Also available is a PDF transcript of the video's content: Strategy: Best Practices.

Arie De Geus, The Living Company (father of "scenario planning" at Royal Dutch Shell): "Rose gardeners face a choice every spring. The long-term fate of a rose garden depends on this decision. If you want to have the largest and most glorious roses of the neighborhood, you will prune hard. This represents a policy of low tolerance and tight control. You force the plant to make the maximum use of its available resources, by putting them into the rose's 'core business.' Pruning hard is a dangerous policy in an unpredictable environment. Thus, if you are in a spot where you know nature may play tricks on you, you may opt for a policy of high tolerance. You will never have the biggest roses, but you have a much-enhanced chance of having roses every year. You will achieve a gradual renewal of the plant. In short, tolerant pruning achieves two ends: (1) It makes it easier to cope with unexpected environmental changes. (2) It leads to a continuous restructuring of the plant. The policy of tolerance admittedly wastes resources—the extra buds drain away nutrients from the main stem. But in an unpredictable environment, this policy of tolerance makes the rose healthier in the long run."

David Lascelles, Co-director of The Centre for the Study of Financial Innovation [UK]: "Since merger mania is now the rage, what lessons can the bees teach us? A simple one: Merging is not in nature. [Nature's] process is the exact opposite: one of growth, fragmentation and dispersal. There is no megalomania, no merging for merging's sake. The point is that unlike corporations, which just get bigger, bee colonies know when the time has come to split up into smaller colonies which can grow value faster. What the bees are telling us is that the corporate world has got it all wrong."

You can find the video in the right column of the front page of tompeters.com or you can watch the video on YouTube. [Time: 1 minute 55 seconds] You can also download a PDF transcript of the video's content: Strategy: Brand Equals Talent.

I humbly offer the following 51 pieces of "commonplace advice"—"reminders of the obvious" (as opposed to marketing "cleverness" or "devious 'strategic' maneuvers" or financial legerdemain) for creating a "winning" "strategy" that is inherently sustainable.

You can download a free pdf of this section from The Little BIG Things Synopsis Series* by clicking below:

#46 Special Section: The Heart of Business Strategy

*The Synopsis Series is an adaptation that gives you a taste of the BIG idea in each of the 163 Little BIG Things. More information on the book can be found on this page. The Synopsis Series as released thus far can be found here.

You can download free pdfs of those sections from The Little BIG Things Synopsis Series* by clicking below:

#39 Grunge
#40 Enterprise

*The Synopsis Series is an adaptation that gives you a taste of the BIG idea in each of the 163 Little BIG Things. More information on the book can be found on this page. The Synopsis Series as released thus far can be found here.

You can find the video in the right column of the front page of tompeters.com or you can watch the video on YouTube. [Time: 2 minutes, 21 seconds] You can also download a PDF transcript of the video's content: Strategy: Women & Relationships.

Here's a video with a message for this season. It's video number 50 from The Little BIG Things Video Series. Kindness is free. Tom uses a surprising example from the healthcare industry to highlight the kind of impact kindness can have, without any financial investment.

You can find the video in the right column of the front page of tompeters.com or you can watch the video on YouTube. [Time: 3 minutes, 24 seconds] You can also download a PDF transcript of the video's content: Strategy: Kindness is Free.

You can download free pdfs of those sections from The Little BIG Things Synopsis Series* by clicking below:

#22 Customers
#23 Action

*The Synopsis Series is an adaptation that gives you a taste of the BIG idea in each of the 163 Little BIG Things. More information on the book can be found on this page. The Synopsis Series as released thus far can be found here.

You can find the video in the right column of the front page of tompeters.com or you can watch the video on YouTube. [Time: 1 minute, 50 seconds] You can also download a PDF transcript of the video's content: Strategy: Hold 'em and Fold 'em.

In shorthand form, I have extracted a list of some of the items that are central to Drexler's approach. I present them here, and as a PowerPoint slide.

• Bias for instant action/Towering impatience with in-action
• Impatient but not brutal
• Relentless/Speed-of-light experimentation; more ASAP if works, drop if not
• Vibrates with energy (literally)
• Always on the prowl—anywhere, everywhere—for ideas
• Lots of team-standing-around-making-instant-assessments-decisions—all contributing
• Likes working with women more than men because F more intuitive than M
• Dresses like the brand—at 66
• Offense, not defense
• Communicates all the time [removes fear from hearing "famous" CEO]. Everyone, including most junior, made part of the decision-making team
• Listens attentively regardless of age/seniority
• Obvious in his transparent respect for young employees
• Trusts intuition plus fanatic about the numbers
• Expects everyone to know their numbers cold from memory
• Always aware of "the business case"—as well fashion-master
• Aggressive pricing
• MBWA/Managing By Wandering Around
• Open with everyone, from youth to folks at Earnings Call
• Constant customer contact/Dialogues with customer/Reacts instantly to customer feedback
• Willing to act (experiment) based on one datapoint
• Engages with most junior people
• At 66, comfortably uses "hot" words like "Cool" "Wow"

There is no doubt that these notions are especially fit for retailers. Yet I will unequivocally assert that this list with little modification applies to any flavor of business.

(For what it's worth, I'm also attaching this in PowerPoint.)

You can find the video in the right column of the front page of tompeters.com or you can watch the video on YouTube. [Time: 2 minutes, 18 seconds] You can also download a PDF transcript of the video's content: Strategy: 12 x 20 = 240.

They encompass two notions of ... Surpassing Strategic Importance.

Two notions we all "care about"—but two notions that we frequently fail to ... OBSESS ... on. And it is precisely ... OBSESSION ... that is called for.

The X2:

EXCELLENCE in Cross-functional Communication and Integration.
EXCELLENCE in 1st-line management.

Check out the attached pdf.
Then act ... TODAY.