New PP stuff. Tom Peters. 20.August.2010. NOTE: To appreciate this presentation [and insure that it is not a mess], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and ―Verdana‖ Problem #1. Opportunity #1. Slide #1. XFX = #1 The Strategic Importance of XFX (Cross-functional eXcellence) I intend to start using this as a ―stand alone‖ 1st slide. I believe that in most any organization of, say, more than a dozen people, the #1 issue is ―cross-functional communication- integration.‖ It is both ―Problem #1‖ and ―Opportunity #1.‖ From intelligence pattern recognition to order execution to innovation, our INTERNAL barriers, not our competitors‘ cleverness, are the principal impediment to effectiveness. I suspect we all agree with that. But is it—AND IT RARELY IS—literally seen as ―SO1‖—Strategic Opportunity #1? (Please do me the honor of thinking about this.) Five Or Less Words To The Wise EXCELLENCE/Five Or Less Words To The Wise 4 most important words: ―What do you think?‖ (Dave Wheeler @ tompeters.com: ―Most important 4 words in an organization.‖) 4 most important words: ―How can I help?‖ (Boss as CHRO/ Chief Hurdle Removal Officer) 2 most important words: ―Thank you!‖ (Appreciation/ Recognition) 2 most important words: ―All yours.‖ (―Hands-off‖ delegation/ Respect/Trust) 3 most important words: ―I‘m going out.‖ (MBWA/Managing By Wandering Around/In touch!) 2 most important words: ―I‘m sorry.‖ (Power of unconditional apology = Stunning! Marshall Goldsmith: #1 exec issue) 5 most important words: ―Did you tell the customer?‖ (Over- communicate) 2 most important words: ―She says …‖ (―She‖ is the customer!) EXCELLENCE/Five Or Less Words To The Wise 2 most important words: ―Yes ma‘am.‖ (Women are more often than not the best managers.) 2 most important words: ―Try it!‖ (My only ―for sure‖ in 44 years: Herb Kelleher: “We have a strategic plan, it‟s called doing things.”/Bill Parcells: “Blame no one. Expect nothing. Do something.”) 3 most important words: ―Try it again!‖ (My only ―for sure‖ 44 years: MOST TRIES WINS.) 2 most important words: ―Good try!‖ (CELEBRATE ―good failures.‖ Richard Farson/book: Whoever Makes the Most Mistakes Wins. Samuel Beckett: “Fail. Fail again. Fail better.”) 3 most important words: ―At your service.‖ (Organizations exist to serve. Period. Leaders live to serve. Period.) 4 most important words: ―How are we doing?‖ (To customers, regularly.) 4 most important words: ―How was Mary‘s recital?‖ (Know your employees‘ kids.) 2 most important words: ―Let‘s party!‖ (Celebrate ―small wins‖ at the drop of a hat.) EXCELLENCE/Five Or Less Words To The Wise 1 most important word: ―No.‖ (―To don‘ts‖ > ―To dos‖) 1 most important word: ―Yes.‖ (Hey, give it a shot/Anon. quote: “The best answer is always, „What the hell.‟”/Wayne Gretzky: “You miss 100% of the shots you don‟t take.”) 2 most important words: ―Lunch today?‖ (―Social stuff‖ = Secret to problem/opportunity #1:/XFX/ cross-functional Excellence.) 4 most important words: ―Thank Dick in accounting.‖ (Readily acknowledge help from other functions.) 2 most important words: ―After you.‖ (Courtesy rules.) 3 most important words: ―Thanks for coming.‖ (Civility. E.g., boss acknowledges employee coming to her/his office.) 2 most important words: ―Great smile!‖ (Note & acknowledge good attitude.) 1 most important word: ―Wow!‖ (The gold standard … for everything.) 1 most important word: ―EXCELLENT!‖ (The … ONLY … acceptable standard/aspiration.) X15/The Excellence 15+ The EXCELLENCE 15 People 1st/ ―‗Cathedral‘ for human development‖ Best 1st-line managers Quality of relationships (Internal/External) Try it! Try it again! Passion!/Energy!/Wow! Unstinting commitment to innovation by ALL Excellence at ―Plan B‖/Adaptability Fanatic about execution XFX/Cross-functional eXcellence Integrity/Decency/Thoughtfulness/Character LX/Listening eXcellence Commitment to SERVICE Commitment to EXCELLENCE Servant leadership PXX = People. eXecution. eXcellence. EXCELLENCE. Always. If not EXCELLENCE, what? If not EXCELLENCE now, when? EXCELLENCE is not an "aspiration." EXCELLENCE is not a "journey." EXCELLENCE is the next five minutes. Organizations exist to SERVE. Period. Leaders exist to SERVE. Period. SERVICE is a beautiful word. SERVICE is a beautiful word. SERVICE is character, community, commitment. (And profit.) SERVICE is a beautiful word. SERVICE is not "Wow." SERVICE is not "raving fans.― SERVICE is not "a great experience." Service is "just" that—SERVICE. Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the people who serve the customer. Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. We—leaders of every stripe—are in the ―Human Growth and Development and Success and Aspiration to Excellence business.‖ ―We‖ [leaders] only grow when ―they‖ [each and every one of our colleagues] are growing. ―We‖ [leaders] only succeed when ―they‖ [each and every one of our colleagues] are succeeding. ―We‖ [leaders] only energetically march toward Excellence when ―they‖ [each and every one of our colleagues] are energetically marching toward Excellence. Period. Zappos 10 Corporate Values Deliver ―WOW!‖ through service. Embrace and drive change. Create fun and a little weirdness. Be adventurous, creative and open-minded. Pursue growth and learning. Build open and honest relationships with communication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble. “Too Much Cost, Not Enough Value” “Too Much Speculation, Not Enough Investment” “Too Much Complexity, Not Enough Simplicity” “Too Much Counting, Not Enough Trust” “Too Much Business Conduct, Not Enough Professional Conduct” “Too Much Salesmanship, Not Enough Stewardship” “Too Much Focus on Things, Not Enough Focus on Commitment” “Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values” “Too Much „Success,‟ Not Enough Character” Source: Jack Bogle, Enough! (chapter titles) “At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds, „Yes, but I have something he will never have … enough.‟” — John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group) The ―19 Es‖ of EXCELLENCE Enthusiasm! (Be an irresistible force of nature! Be fire! Light fires!) Exuberance! (Vibrate—cause earthquakes!) Execution! (Do it! Now! Get it done! Barriers are baloney! Excuses are for wimps! Accountability is gospel! Adhere to coach Bill Parcells‘ doctrine: ―Blame nobody!! Expect nothing!! Do something!!‖) Empowerment! (Respect! Appreciation! Ask until you‘re blue in the face, ― What do you think?‖ Then: Listen! Liberate! 100.00% innovators!) Edginess! (Perpetually dance at the frontier and a little, or a lot, beyond.) Enraged! (Maintain a permanent state of mortal combat with the status-quo!) Engaged! (Addicted to MBWA/Managing By Wandering Around. In touch. Always.) Electronic! (Partner with the whole wide world 60/60/24/7 via all manner of electronic community building and entanglement. Crowdsourcing wins!) Encompassing! (Relentlessly pursue diversity of every flavor! Diversity per se generates big returns!) (Seeking superb leaders: Women rule!) Emotion! (The alpha! The omega! The essence of leadership! The essence of sales! The essence of design! The essence of life itself! Acknowledge it! Use it!) Empathy! (Connect! Connect! Connect! Click with others‘ reality and aspirations! ―Walk in the other person‘s shoes‖—until the soles have holes!) Ears! (Effective listening in every encounter: Strategic Advantage No. 1! Believe it!) Experience! (Life is theater! It‘s always showtime! Make every contact a ―Wow‖! Standard: ―Insanely Great‖/Steve Jobs; ―Radically Thrilling‖/BMW.) Eliminate! (Keep it simple!! Furiously battle hyper-complexity and gobbledygook!!) Errorprone! (Ready! Fire! Aim! Try a lot of stuff, make a lot of booboos. CELEBRATE the booboos! Try more stuff, make more booboos! He who makes the most mistakes wins! Fail! Forward! Fast!) Evenhanded! (Straight as an arrow! Fair to a fault! Honest as Abe!) Expectations! (Michelangelo: ―The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we hit it.‖) Eudaimonia! (The essence of Aristotelian philosophy: True happiness is pursuit of the highest of human moral purpose. Be of service! Always!) EXCELLENCE! (The only standard! Never an exception! Start NOW! No excuses!) Inno16 The INNO16: Innovation‘s ―Sixteen Imperatives‖ (1) Try it. (―1/40‖: ―Whoever tries the most stuff wins.‖) (―R.F.A.‖/Ready. Fire. Aim.) (2) Celebrate failure. ―Whoever makes the most mistakes wins.‖ ―Fail. Fail again. Fail better.‖ ―Reward excellent failures. Punish mediocre successes.‖ (3) Decentralize. (Organic growth bias.) (4) Parallel Universe. 1% ―play money‖ Internal VC fund ―Skunkworks‖ (5) ―We are what we eat‖: We are who we spend time with.‖ (6) ―d‖iversity. (Every dimension.) (7) Co-invent with (all) outsiders. (Exploit electronic communities.) The INNO16: Innovation‘s ―Sixteen Imperatives‖ (Cont.) (8) “Strategic” Listening = Core competence. (9) Hire and promote 100% innovators. Innovator‘s characteristic = Angry. CEO=Innovation ―bias.‖ (―You must be …‖/Gandhi) (10) XFX/Cross-functional Excellence!! (#1?) (11) Chief Complexity/Systems Destruction Officer. (12) R&D Equality. All functions equal. (VA centerpiece./All staff VA-meisters.) (13) Top quartile R&D spending (So, too, our partners.) (14) All projects (Must have something new.) (―WOW standard.‖) (15) Fun! (Enjoy breaking the rules.) (16) All businesses!! Jack Welch.+ “In real life, strategy is actually very straightforward. Pick a general direction and implement like hell”—Jack Welch “On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy. … Your main constituencies are your employees, your customers and your products.” —Jack Welch, FT, 0313.09, page 1 “Don‟t ever use that word „synergy.‟ It‟s a hideous word. The only thing that works is natural law. Given enough time, natural relationships will develop between our businesses.” —Barry Diller, responding to a student question, address at the Harvard Business School (from Marshall Goldsmith, What Got You Here Won‘t Get You There) “If it ain‟t broke, break it.” —Steve Bechtel (??) “Only the paranoid survive.” —Andy Grove kindness. K=R= P Kindness = Repeat business = Profit. K = R = P/Kindness = Repeat business = Profit/Kindness: Kind. Thoughtful. Decent. Caring. Attentive. Engaged. Listens well/obsessively. Appreciative. Open. Visible. Honest. Responsive. On time all the time. Apologizes with dispatch for screwups. ―Over‖-reacts to screwups of any magnitude. ―Professional‖ in all dealings. Optimistic. Understand that kindness to staff breeds kindness to others/outsiders. Applies throughout the ―supply chain.‖ Applies to 100% of customer‘s staff. Explicit part of values statement. Basis for evaluation of 100% of our staff. ―One kind word can warm three winter months.‖– Japanese Proverb “The deepest principle of human nature is the craving to be appreciated.” —William James (in Timeless Wisdom, compiled by Gary Fenchuk) Equations/Expanded: X=S=P eXcellence = Satisfied customers = Profit X + K = R = P+ eXcellence + Kindness = Repeat business = Profit+ X+K+W=R+N= P++ eXcellence + Kindness + Wow = Repeat business + New business = Profits++ Helen Keller. Mother Teresa. “I long to accomplish a great and noble task, but it is my chief duty to accomplish humble tasks as though they were great and noble.” —Helen Keller “We do no great things, only small things with great love.”—Mother Teresa Epigraphs. The little big things. ―Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.‖ —Henry Clay, American Statesman (1777-1852) ―We don‘t take people to the elevator—we take them down to the street. —David Ogilvy mandela. “In the election in 1994, his smile was the campaign. That smiling iconic campaign poster—on billboards, on highways, on street lamps, at tea shops and fruit stalls. It told black voters that he would be their champion and white voters that he would be their protector. It was the smile of the proverb „tout comprendre, c‟est tout pardoner‟—to understand is to forgive all. It was political Prozac for a nervous electorate.” From ―See the Good in Others,‖ Mandela‘s Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel “Ultimately the smile was symbolic of how Mandela molded himself. At every stage of his life he decided who he wanted to be and created the appearance—and then the reality—of that person. He became who he wanted to be.” From ―See the Good in Others,‖ Mandela‘s Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel “Some call it a blind spot, others naïveté, but Mandela sees almost everyone as virtuous until proven otherwise. He starts with an assumption you are dealing with him in good faith. He believes that, just as pretending to be brave can lead to acts of real bravery, seeing the good in other people improves the chances that they will reveal their better selves.” From ―See the Good in Others,‖ Mandela‘s Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel “Mandela sees the good in others both because it is in his nature and in his interest. At times that has meant being blindsided, but he has always been willing to take that risk. And it is a risk. … Mandela goes out on a limb and makes himself vulnerable by trusting others. … We rarely equate risk with trying to see what is decent, honest, and good in the people in our daily lives. ... „People will feel I see too much good in people, and I‟ve tried to adjust because whether it is so or not, it is something I think is profitable. It‟s a good thing to assume, to act on the basis that others are men of integrity and honor, because you need to attract integrity and honor. I believe in that.‟” From ―See the Good in Others,‖ Mandela‟s Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel “Mandela … consciously chose to err on the side of generosity. By behaving honorably, even to people who may not deserve it, he believes you can influence them to behave more honorably than they otherwise would. This sometimes proved to be a useful tactic, particularly after he was released from prison, when his open, trusting attitude made him appear to be a man who could rise above bitterness. When he urged South Africans to „forget the past,‟ most of them believed that he had. This had a double effect: It made whites trust Mandela more and it made them feel more generous toward the people they had so recently oppressed.” From ―See the Good in Others,‖ Mandela‟s Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel Women. Power. New World Order. ―We Did It!‖ –Economist cover, Jan 02.2010, as ―Women‘s women surpass 50% in U.S. workforce/ economic empowerment is arguably the biggest social change of our times.‖ ―All signs point to a new era of women in charge—socially, economically and politically.‖ —Alex Beam, ―Women Rule,‖ International Herald/Jan 15 ―A Tradition Falls and Women Rise: A Changing Germany Seeks to Blend Family, Careers and Schooling‖ —p.1, International Herald /Jan 18 W> 2X (C + I)* *―Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $28 trillion in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell‘s …‖ —Michael Silverstein and Kate Sayre, ―The Female Economy,‖ HBR, 09.09 ―What do growth, expansion and prosperity have in common? In French grammar they are feminine and when it comes to facts and figures they are feminine as well. Forget China, India and even new technologies – for the past 10 years the number one vector for global growth has been women.‖ Source: ―Women Are Drivers of Global Growth,‖ Aude Zieseniss de Thuin, founder and president of the Women‘s Forum for the Economy and Society (FT) ―Since 1970, women have held two out of three new jobs. According to The Economist, which compiled studies from a number of research firms, the arrival of this new workforce has done more to encourage global growth than increases in capital investment and improvements in productivity. ‗Over the last 10 years the increase in women [in the workplace] in developed countries has made more of a contribution to global growth than China has,‘ concludes the British weekly.‖ Source: ―Women Are Drivers of Global Growth,‖ Aude Zieseniss de Thuin, founder and president of the Women‘s Forum for the Economy and Society (FT) ―The increased number of women in the working population compensates for the negative demographic effects of an ageing population and lower birth rates. The same trend is now also visible in emerging countries. South-east Asia‘s economic success is due primarily to women, who hold two-thirds of the jobs in the export industry, the region‘s most dynamic sector.‖ Source: ―Women Are Drivers of Global Growth,‖ Aude Zieseniss de Thuin, founder and president of the Women‘s Forum for the Economy and Society (FT) ―One thing is certain: women‘s rise in power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labour or to be consumers with rising budgets and more autonomy to spend. They are increasingly becoming directors, managers and entrepreneurs. Some studies have even shown a correlation between the presence of women in managerial positions and a company‘s financial results. ―This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system and enroll in higher numbers in universities. For a number of observers, we have already entered the age of ‗womenomics,‘ the economy as thought out and practised by women. Those Chinese who desire that their only child be male may soon realise that a daughter could be a better investment. Bosses know full well that a team of both men and women is more creative and efficient than one comprised of only men. Source: ―Women Are Drivers of Global Growth,‖ Aude Zieseniss de Thuin, founder and president of the Women‘s Forum for the Economy and Society (FT) ―One thing is certain: women‘s rise in power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. They are increasingly becoming directors, managers and entrepreneurs. …‖ Source: ―Women Are Drivers of Global Growth,‖ Aude Zieseniss de Thuin, founder and president of the Women‘s Forum for the Economy and Society (FT) ―This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system and enroll in higher numbers in universities. For a number of observers, we have already entered the age of ―womenomics‖, the economy as thought out and practised by women. Those Chinese who desire that their only child be male may soon realise that a daughter could be a better investment. Bosses know full well that a team of both men and women is more creative and efficient than one comprised of only men.‖ Source: ―Women Are Drivers of Global Growth,‖ Aude Zieseniss de Thuin, founder and president of the Women‘s Forum for the Economy and Society (FT) ―Tipping Point‖? ―All signs point to a new era of women in charge—socially, economically and politically.‖ —Alex Beam, ―Women Rule,‖International Herald/Jan 15.2010 ―A Tradition Falls and Women Rise: A Changing Germany Seeks to Blend Family, Careers and Schooling‖ —p.1, International Herald /Jan 18.2010 ―We Did It!‖ –Economist cover (Jan 02.2010) as women surpass 50% in U.S. workforce/―Women‘s economic empowerment is arguably the biggest social change of our times.‖ ―Tipping Point‖/2010? ―All signs point to a new era of women in charge—socially, economically and politically.‖ —Alex Beam, ―Women Rule,‖International Herald/Jan 15.2010 ―A Tradition Falls and Women Rise: A Changing Germany Seeks to Blend Family, Careers and Schooling‖ —p.1, International Herald /Jan 18.2010 ―Meet the lipstick entrepreneurs Trendspotters are forecasting huge gains for women in business over the next decade. We meet the new band of sisters doing it for themselves‖ —Headline, Sunday Times (UK), January 3.2010 ―We Did It!‖ –Economist cover (Jan 02.2010) as women surpass 50% in U.S. workforce/―Women‘s economic empowerment is arguably the biggest social change of our times.‖ Stuff. ―Will you please exchange places …‖ No: ―Sales & Service‖ Yes: ―Service & Sales‖ At a speech to the marketing and sales and services people at a medical devices company, my pre-speech wandering detected, as always, that the service people were mostly in the rear—and the aggressive sales folk were mostly in the front, looking exclusively at their Blackberrys. I said as I started, ―We … ALL … KNOW … that the key to success is … REPEAT … business. And we … ALL … KNOW … that SERVICE … folks are the key to that repeat business. Therefore, in … RECOGNITION OF THE OBVIOUS … will the sales people please move to the rear, and the service people come up front … WHERE THEY BELONG.‖ ―Marion … glanced at the raised hands and enjoyed the interest in her work. She … gazed at her former postdoc, her rebellious child with her hand raised. ‗What do you need now?‘ she asked herself. Strange, she‘d never posed the question that way before. She‘d always considered what her postdoc demanded, what she did or did not deserve. What did she need? That was the puzzle, but as was so often the case, framing the question properly went a long way. What did she need? In that calm, clear, nearly joyous moment after her talk, the answer began to come to Marion. Ah, yes, of course, she thought with some surprise. And she called on Robin.‖ —Allegra Goodman, Intuition Context: In Intuition, a stunning novel about the politics of science by Allegra Goodman, “Marion” (see slide) is the head of department where some powerful research is being conducted. Among many other things, near the end of the book, correctly or not, one of the post-docs becomes a whistle blower—and creates a godawful mess. As I said, the allegations may or may not have been warranted, but in a flash (read the slide) the psychological problem which led to the post-doc’s meltdown becomes clear, after years, to super-logical, demanding boss Marion. The play here is subtle. This may do nothing for you, but I carry the quote on the slide around with me. In my case, it is-was a bombshell upon 3rd or 4th reading, and its strength only grows—I’ve probably read it, no kidding, 50 times now. Interpretation: Obviously (but not obviously to blunt Marion for years), the post-doc “simply” needed recognition. And I think there is an enormous message here. A lot of bosses are Marions. And a lot of employees are kin to our post-doc. Of course, you may just think I’m nuts about this one wee paragraph. Fair enough. ―In many parts of the country, more doctors has simply meant more doctors, not better access for patients, not better communications among a patient‘s healthcare providers, and not better results. The truth is that regions with the highest number of doctors per capita tend to deliver lower quality care at a higher cost. ―Increasing the number of doctors would make our healthcare system worse, not better, because the United States does not actually need more doctors. What we do need is for primary care to reclaim its central role in the delivery of medicine, to provide the preventive care, chronic disease management and coordination of services that is lacking in so many parts of the country. Primary care doctors can help patients avoid unnecessary visits to specialists, hospitals and emergency rooms, thus lowering healthcare costs.‖ Source: Shannon Brownlee (author of Overtreatment) and David Goodman (Dartmouth Institute for Health Policy and Clinical Practice), ―Doctors No One Needs,‖ NYTimes/1223.09 ―In many parts of the country, more doctors has simply meant more doctors, not better access for patients, not better communications among a patient‘s healthcare providers, and not better results. The truth is that regions with the highest number of doctors per capita tend to deliver lower quality care at a higher cost.‖ Source: Shannon Brownlee (author of Overtreatment) and David Goodman (Dartmouth Institute for Health Policy and Clinical Practice), ―Doctors No One Needs,‖ NYTimes/1223.09 ―The truth is that regions with the highest number of doctors per capita tend to deliver lower quality care at a higher cost.‖ Source: Shannon Brownlee (author of Overtreatment) and David Goodman (Dartmouth Institute for Health Policy and Clinical Practice), ―Doctors No One Needs,‖ NYTimes/1223.09 "Thinking is the enemy of creativity. It's self- conscious and anything self-conscious is lousy. You simply must DO things.” —Ray Bradbury “The scornful nostril and the high head gather not the odors that lie on the track of truth.”—George Eliot Jungle Jim‘s International Market/―shoppertainment‖ Abt Electronics Zabar‘s Bronner‘s Christmas Wonderland Ron Jon Surf Shop Junkman‘s Daughter Smoky Mountain Knife Works Hartville Hardware Source: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin ―For Real Globalization, Look at Ancient Rome‖ “There is nothing new about a global world. We were living in one 2,000 years ago. … The Roman in the street ate bread baked with wheat grown in North Africa or Egypt, and fish that had been caught and dried near Gibraltar, He cooked with North African oil in pots and pans of cooper mined in Spain, ate off dishes fired in French kilns, drank wine from Spain or France. … The Roman of wealth dressed in garments of wool from Miletus or linen from Egypt; his wife wore silks from China, adorned herself with diamonds and pearls from India, and made up with cosmetics from South Arabia. … He lived in a house whose walls were covered with colored marble veneer quarried in Asia Minor; his furniture was of Indian ebony or teak inlaid with African ivory.” —Peter Jones and Lionel Casson, The Spectator, 0524.08 Max Kraus: My best ―walking around‖ story took place many years ago when I was running Electro-Nite Company. We sold some equipment to a Chinese steel mill that would help improve their steel quality. This was just after the opening of trade with China, and we had to plow through massive red tape with the U.S. government, get the letter of credit, etc. But we finally made the shipment; it went by air, and we waited to hear if all was well. Unfortunately the next word, in those days by teletype, was that it did not work. As a believer in ―walking around‖ sales as well as management [remember Hewlett- Packard‘s MBWA/Managing By Wandering Around], and also intrigued by the possibility of a trip to China, I sent a reply saying that we guaranteed our equipment and that if they would provide a visa for me and an engineer, we would come to Wuhan at our expense to see the problem. In those days visas were almost nonexistent, but within twenty-four hours we had a reply accepting our offer. Again, paperwork took a couple of weeks, but off to China we went. We were met at the Beijing airport, escorted to our hotel, and offered a car, guide, and interpreter for three days to see the Wall, Summer Palace, etc.—and then flown to Wuhan. The steel mill was massive, with over 100,000 workers, and of course a crowd gathered to see us work on the equipment. Much to my dismay and embarrassment, the problem turned out to be two long screws that were causing a short circuit. I removed the screws and told the group that while I was embarrassed, I hoped that I had demonstrated our commitment to service and satisfaction. We stayed a week to work with them as they put the equipment in service. I could go on with more stories of our visit. But the bottom line was that I made several subsequent trips, enjoyed good business and many ―Chinese Banquets‖ for a number of years. ―Walking around‖ does work! ―Keep a short enemies list. One enemy can do more damage than the good done by a hundred friends.‖ —Bill Walsh (from The Score Takes Care of Itself) “No man ever became great except through many and great mistakes.” —William Gladstone (from Timeless Wisdom, compiled by Gary Fenchuk) ―Swimmers and colleagues remember a man of almost boundless energy and passion, pointing to his preternatural cheerfulness at 6A.M. practices.‖ —Stanford magazine, on Richard Quick, women‘s swimming coach (13 NCAA championships, the Olympic teams he coached won 59 medals) ―He‘d look you in the eye and tell you that you could do it. He was so genuine and passionate that you‘d start to believe it yourself.‖ —Jessica Foschi, All American and NCAA champion “Managers have lost dignity over the past decade in the face of wide spread institutional breakdown of trust and self-policing in business. To regain society‟s trust, we believe that business leaders must embrace a way of looking at their role that goes beyond their responsibility to the shareholders to include a civic and personal commitment to their duty as institutional custodians. In other words, it is time that management became a profession.” —Rakesh Khurana & Niin Nohria, ―It‘s Time To Make Management a True Profession,‖ HBR/10.08 “If I had said „yes‟ to all the projects I turned down and „no‟ to all the ones I took, it would have worked out about the same.” —Hollywood studio senior exec to William Goldman (from The Drunkards Walk: How Randomness Rules Our Lives, by Leonard Mlodinow) “All models are wrong, but some are useful.” —George E.P. Box The end.