dispatches from the new world of work
Beginning on November 21 and into December 2013, Tom used his Twitter feed to post several long series of tweets, many of which were re-tweeted extensively. He collected the lists he'd created and assembled a collection that covers these topics: change agents and how to effect change, doing good work, starting the work week with MBWA, ending the work week with "Thank yous," the importance of training/development, one page on Leadership 2014, and the impact of Social Media. It's presented here in PDF form for your convenience. Please download it, share it, use it!
Cathy Mosca posted this
today, in General.
The "S train": SM/Social Media. SE/Social Employees. SO/Social Organization. SB/Social Business. Any way you look at it, it's a revolution.
It is axiomatic: SM/Social Media is wasted (almost a "total waste"?) without SE/Social Employees & SO/Social Organization.
Can you have "social hot spots" in organization & play the Social Business Game? I mostly don't think so. Pretty close to "all or nothing."
Can you have a "social business" if the CEO doesn't play? I border on saying/believing "No way."
The CEO should almost exclusively focus on creating/maintaining/adjusting the culture. SM/SE/SO/SB is a "culture play," pure and simple.
I'd say she/he doesn't have to be an expert, but he/she must be clearly seen as "getting off" on the emerging game. Agree?
In most cases someone/s from somewhere/s [often remote] must demo the process/outcome/small successes for the CEO/top team. They rarely initiate. (I'll stand my ground on that.)
The whole point of an effective Social Business is that everyone plays. Marketing is the least of it. (Yes, I said "LEAST of it.")
EVERY function plays a crucial role. It is the interaction
per se that is the value added proposition.
The power of the "social" is aborted if several bits/functions de facto or de jure opt out.
HR by definition is [should be!] at the center of the vortex if truly want everyone to play the Great Social Game.
Can there be vigorous tension/disagreement w/in a committed Social Organization? Not only "Yes" but "Damn well better be." That's Value Add.
Tom Peters posted this
on 12/09, in Strategies.
In keeping with this week's posts, I thought I'd offer some "Friday suggestions." Herewith:
Have you prepped for your 1st meeting with your team today with the same care you'd put into a presentation to your boss? THIS is MORE important!
Bosses: 1st ten minutes sets the tone for the day. PERIOD.
Bosses/Repeat: MBWA for 1st 15-30 minutes after arrival at the office.
Bosses: MBWA, for the last 15-30 minutes of the day/Friday. Thank a minimum of THREE people for something they did this week.
Bosses: Take someone new and different to lunch today.
Bosses: Re MBWA, saying thanks a couple of times, etc, how about a "daily rituals" list carried in your pocket to remind you of this stuff?
Bosses: How about a promise to yourself not to email/text/etc. any of your team this weekend?
Bosses: Like my old White House boss, set aside a half hour this afternoon to CALL 3-5 "outsider" folks who gave your team a hand this week.
(WH boss) was the busiest guy I ever met, yet he did (his late-in-the-day "Thank you" ritual) EVERY day. And most calls were "down" to someone who'd offered a helping hand.
Lot of (my WH boss's) calls (this was the old days) were to secretaries/PAs of those above him. His secretaries network was his secret weapon.
Bosses: FACT: projects succeed/fail because of cooperation from OTHER functions. Find 2-3 of those "other function" folk to thank today.
Bosses: Remember: Suck DOWN for success! (It's the network "below" you that makes you a hero or a goat.)
[REPEAT: IT'S THAT IMPORTANT] Bosses: Remember: Suck DOWN for success! (It's the network "below" you that makes you a hero or a goat.)
I wrote In Search of Excellence about ONE thing: MBWA. Being in touch, being human, emphasizing "soft" factors, which are in fact true "hard" factors.
So, it's 8:50AM EST, are you doin' your MBWA yet????????
Tom Peters posted this
on 12/06, in Leadership.
I admit I've tired of Garrison Keillor, but I do like his tag line; it covers a lot of territory: "Be well. Do good work. Keep in touch."
Garrison Keillor: "Do good work." That is a powerful sentiment. How does today for you stack up on that "metric"?
Good work: Of service to our clients. Of service to our peers. Of service to our community. Committed to personal growth. Pushing the limits.
By definition "do good work" revolves around the phrase "of service."
Good work: Help others grow. Infectious enthusiasm. Always approachable. A ready smile. Keeping promises. Learning. Learning. Learning.
Good work: Most of our conscious life will be at work. Like it or not. Waste your work life and you have wasted your life.
Good work: The quality of the experience of producing the product is as important as the product itself.
Not sure why "do good work" struck me so hard. I guess I realize what a monumental challenge it is to live up to day in and day out.
Tom Peters posted this
on 12/05, in Excellence.
5 Suggested Top-of-the-Morning Rituals
I launched the day (Tuesday) with a few quick starter-to-dos for bosses. They were vigorously re-tweeted, so I decided to post them here. FYI:
MBWA. NOW. PLEASE.
Take someone in another function to lunch. TODAY. DAMN IT.
Thank someone for bringing a SMILE to work today. Do it in the next ... 30 MINUTES.
Boss: Observe yourself closely over the next 60 MINUTES. Did you LISTEN more than you talked?
At the beginning of your next meeting THANK two people for SOMETHING.
THANK YOU for reading these tweets. Have a great day.
Tom Peters posted this
on 12/04, in Leadership.
Best of the Cool Friends:
This first full week of retail's holiday season is a great time to revisit our chat with an expert on the subject of shopping, Paco Underhill. He's the president and founder of Envirosell, a New York consultancy that does research on shoppers' behavior, shopping environments, layout, and merchandising. We interviewed him back in 2001, a year after publication of his first book Why We Buy: the Science of Shopping, which has since been updated for "the Internet, the Global Consumer, and Beyond." His latest is What Women Want, and his company has done the research. If you're aiming at maximizing sales in this holiday season, you might want to take a look at the book (also an audiobook), or this video from the Envirosell website featuring Paco speaking on the forces guiding shoppers worldwide.
Get started reading with Paco Underhill's Cool Friends interview. And ... Happy Holidays!
Cathy Mosca posted this
on 12/03, in Cool Friends.
"Management" and the Affordable Healthcare Act
The implementation of ACA/Obamacare is a fiasco. PERIOD. It is so silly-bad that I've shied away from commenting on it—even though I'm supposed to know a bit about management. Well, I decided to "sorta" break my silence via Twitter. What follows is completely incomplete. It is not a theory or overall statement. It is merely a few thoughts on the topic of implementing the ACA. The original tweet is followed by a brief commentary in brackets [ ].
Because of tangles in legislation/existing regulation, not clear God could have implemented Obamacare. [Could it be impossible to implement? Maybe not a silly question. The law is the start—a unique hyper-complex hodgepodge, even by low legislation standards, in part because of the number of compromises made to get the votes needed for passage. Add to that the existing jungle of regs from hither, thither, AND yon that must be made to dovetail with the new legislation—this ain't no
Social Security or Medicare/Medicaid implementation; those were largely greenfield efforts, this is maxi-muddyfield implementation.]
Obamacare implementation should have been out of OMB, not HHS. ["All" agree that this administration has singularly failed to get excited about management issues—especially reflected by appointments. Nonetheless, taking this out of HHS and putting implementation on the back of the "management" agency would have been a help. Obamacare is NOT an HHS issue—it is a national issue of the highest strategic order.]
Only human being I can think of who could have implemented Obamacare on time: Lou Gerstner. [The former IBM turnaround boss is a management genius, tough as nails, "accountability" is his first/last/middle name, insanely smart, tech-savvy, used to minefields, experienced at managing hundreds of thousands of people, not afraid to speak truth to power, a mechanic who gleefully dives in four levels down as much as a strategic thinker. Among other things.]
Day full-bore implementation of Obamacare should have begun: Morning after bill signing. [The magnitude of the management challenge should have been immediately acknowledged and addressed. Frankly, we're still not there!]
Principal piece of "software" to guide implementation of Obamacare: Paper and pencil. [Of course a jillion lines of code are required, etc., etc., but the discipline of paper and pencil is to keep the top of the project management pyramid understandable.]
No acronyms at any level. [Talk English, not Bureaucratese. 100% of the time.]
Deadlines galore, at a micro- as well as macro-level. [Define/measure or bust.]
Obamacare project mgt should be: "Insane" on topic of rapid partial prototyping. Several demos demoed each week with top boss; repeat at every level of organization. [Keep it real. Keep it bite-size. Can be done, regardless of size/complexity of overall project. The bigger the project, the smaller the demoed bites.]
Implementing Obamacare: Any project's master plan and goals and deadlines can be reduced to two pages. [I fervently believe this.]
Hierarchy rules! [Yes, I'm an avowed fan of far less hierarchy than has been the norm—major reduction thereof is not optional given the speed of marketplace change. Nonetheless, in this project "clarity" and "accountability" are the watchwords. We need to know who's on first. Hence an org chart, no matter how frighteningly complex, is a necessity.]
Prime contractor should perhaps have had less rather than more government experience. Subcontractors should be minimized. [Subs on top of subs decrease implementation likelihood exponentially. I have the sense that the current contractor knows the Beltway too well. Frankly, I would have liked to have seen perhaps IBM as prime contractor.]
Daily Obamacare senior implementation review: No PowerPoint. No paper. Learn to reduce the hyper-complex to simple, Hemmingwayesque sentences.
Deadlines clear as a bell and readily definable/measurable and big consequences for missing them. [Penalty for inflating what's been done: firing after one warning of those involved, and major contractor penalties.]
Implementing Obamacare: Lou Gerstner in charge. Office in West Wing. Weekly report to President modeled after President's morning intel brief.
Project team main office on virgin turf. [Make this business-as-unusual. And keep it physically away from extant bureaucracies.]
The text here is also available in PDF format.
Tom Peters posted this
on 11/25, in Healthcare.
Not sure what triggered it, but went on a Twitter rampage this morning (Thursday, 11/21) on the topic of change.
Change agentry: Forget the word "enemies." Focus on/obsess on ... ALLIES.
Big change is not about fighting the bad guys. It's about surrounding them with your continuously recruited allies.
Success at change: Building a stable of allies. Failure: Pissing and moaning and picking fights.
Change agent time distribution: 50% recruiting Allies. 40% tending Allies. 10% other. 0% fighting enemies.
Change: Allies do not automatically remain allies. Tend them and do NOT NOT NOT neglect them—the latter is a common sin.
Change the 4F Way: Find a Fellow Freak Faraway. (Change agents need playmates and distant playpens.)
Change you want: It's already happening somewhere. Find it!
Change is about end runs—not smash-mouth plunge down the middle.
Allies: Recruit the quiet ones as much or more than the noisy ones.
Change: Making loud noises is usually a loser's strategy.
Change: Recruit allies 2 or 3 levels "down" ... where the real work is done and from which the system can be indirectly manipulated.
Change: "Suck down" for success.
Change: ALLIES. ALLIES. ALLIES. ALLIES. ALLIES. ALLIES. (Then more ALLIES.)
Change agents: Commit no minor sins. Don't let the bad guys find a narrow opening and bring you down for trivial reasons.
Change agents: Keep a civil tongue at all costs.
Change agents: Speak not ill of thine enemies. Even to pals in private. All the walls have ears.
Change agents: No: Charts and graphs. Instead: Demos. Demos. Then more demos.
Change: Success is more about momentum around small wins than it is about big wins.
Change: Engage your allies in the design process—even if it introduces impurities. They must FEEL true ownership.
100% of change-that-works is NON-linear.
Change: Joyfully let/encourage your allies to take 100% credit for the small wins they're involved in.
Serious change includes bad days, bad weeks, bad months, perhaps bad years.
Change agents: Re-read all emails 3 times before sending.
Social Media is a marvel. Do NOT shortchange face-to-face with Allies.
Change agents: Successful small wins with outsiders provide enormous street cred.
Change agents: Preaching to the choir is just fine. If the members of the choir preach to their choirs it becomes a ... MOVEMENT!
[Ed. Tom has produced a PPT titled "Getting Things Done" including the above.]
Tom Peters posted this
on 11/21, in Strategies.
Tom's Training/Development Obsession
Tom is on a tear, more determined than ever that CEOs (and other bosses at all levels) finally "Put People First"—as their mission statements say, but which is contradicted by their actions. As tech change accelerates, this becomes more important with each passing day.
In his Milan event, Tom passed out one item to the several thousand attendees. Something that he called his "#1 Belief." To wit:
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!
Related to the statement-of-principle above, on Sunday he fired off a series of tweets on training. Herewith:
Is your CTO/Chief Training Officer your top paid "C-level" job (other than CEO/COO)? If not, why not?
Are your top trainers paid as much as your top marketers? If not, why not?
Are your training courses all so good they make you giggle? If not, why not?
Randomly stop an employee in the hall: Can she/he describe their development plan for the next 12 months? If not, why not?
Sunday/NFL game day: "Players are our most important asset." "No shit, Sherlock." Football is a competitive BUSINESS. (If them, why not you?)
Study/inhale Matthew Kelly's book The Dream Manager. It's fictional. But it's not. Down to the penny about a real company—I met the CEO.
Check out a Marine E-6 (senior sergeant): Ask him/her about training and development objectives, and intensity of approach thereto ...
You want to understand training in a super high-tech business? Talk to the commanding officer (effectively CTO) of a "boomer"/U.S. Navy nuclear submarine patrolling the sea with nuclear-armed missiles on board.
Shelley Dolley posted this
on 11/11, in .
An Addition to the Master Collection
Tom's newest effort on his master PPT yielded another subset of the whole. Here, now, is the Mini-Master, a selection of 247 slides Tom sees as his core message: Mini-MASTER, 6 November 2013
The new master got an update, too: Master, 1097 slides, 21 November 2013
Cathy Mosca posted this
on 11/06, in Tom's Slides.
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