Conrad Hilton …

Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, His answer … Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, “What were the most important lessons you learned in your long and distinguished career?” His answer …

“ remember to tuck the shower curtain inside the bathtub.”

“Execution is strategy.” —Fred Malek

“You have to treat your employees like customers.” —Herb Kelleher, upon being asked his “secret to success” Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done) ; across the way in Dallas, American Airlines’ pilots were picketing AA’s Annual Meeting)

Oath of Office: Managers/Servant Leaders Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the haul is a product of brilliantly serving, over the long haul, the people who serve the customer. people who serve the customer. Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth everything in between—is abetting the sustained growth and success and engagement and enthusiasm and and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. 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 Development and Success and Aspiration to Excellence business.” business.” “We” [leaders] only grow when “they” [each and every one of our colleagues] are growing. growing. “We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding. are succeeding. “We” [leaders] only energetically march toward Excellence when “they” [each and every one of our colleagues] are energetically marching “they” [each and every one of our colleagues] are energetically marching toward Excellence. toward Excellence.

“People leave managers not companies.” —Marcus Buckingham

“The four most important words in any organization are …

The four most important words in any organization are … “What do you think?” are … “What do you think?” Source: courtesy Dave Wheeler, posted at tompeters.com

“Employees who don't feel significant rarely make significant contributions.” —Mark Sanborn

Tom Peters’ Excellence.Always. The choice is yours. HCA 2012 CEO Summit Scottsdale/02 April 2012 (Slides at tompeters.com and excellencenow.com)

Excellence in my hospital or lab or franchised fast-food restaurant or distribution center or division imbedded in a monster outfit is a wholly discretionary choice, regardless of regulations or legislation or even corporate policy. Some leaders, at any level, produce unrelenting excellence in the face of astounding pressure and ambiguity—there are absolutely no excuses if one chooses to accept less. Moreover, excellence is not a “year-end goal,” or some such. Excellence is your next conversation or meeting or even . Excellence, pure and simple and in its entirety, is the next five minutes. Excellence in my hospital or lab or franchised fast-food restaurant or distribution center or division imbedded in a monster outfit is a wholly discretionary choice, regardless of regulations or legislation or even corporate policy. Some leaders, at any level, produce unrelenting excellence in the face of astounding pressure and ambiguity—there are absolutely no excuses if one chooses to accept less. Moreover, excellence is not a “year-end goal,” or some such. Excellence is your next conversation or meeting or even . Excellence, pure and simple and in its entirety, is the next five minutes. Or not. BLAME NOBODY. EXPECT NOTHING. DO SOMETHING. —Bil Parcells

—Lou Gerstner —Jack Welch —Lord Nelson —Bull Halsey —George Patton —Bill Creech —Ronald Reagan —Glenn Steele —Jim Harbaugh

Why in the World did you go to Siberia? go to Siberia?

Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human concerted human potential in the potential in the wholehearted pursuit of EXCELLENCE in the service of others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners wholehearted pursuit of EXCELLENCE in the service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

XFX = #1

XFX = #1* *Cross-Functional eXcellence

“Allied commands depend on mutual confidence and this confidence is gained, above all through the development of friendships.” of friendships.” —General D.D. Eisenhower, Armchair General* *“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds ; it was a quality that would pay great dividends during his future coalition command.” was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds ; it was a quality that would pay great dividends during his future coalition command.”

Formal evaluations. Everyone, starting with the receptionist, should have a significant XFX rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)

"The personnel committees on all three campuses have become aggressive in addressing the issue of physicians who are not living the Mayo value of exhibiting respectful, collegial behavior to all team members. "The personnel committees on all three campuses have become aggressive in addressing the issue of physicians who are not living the Mayo value of exhibiting respectful, collegial behavior to all team members. Several physicians have been suspended without pay or terminated.” —Leonard Barry & Kent Seltman, Management Lessons from Mayo Clinic

“ I am hundreds of times better here [than in my prior hospital assignment] because of the support system. It’s like you were working in an organism; you are not a single cell when you are out there practicing.’” —quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, in my prior hospital assignment] because of the support system. It’s like you were working in an organism; you are not a single cell when you are out there practicing.’” —quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from Management Lessons From Mayo Clinic

"When I was in medical school, I spent hundreds of hours looking into a microscope—a skill I never needed to know or ever use. "When I was in medical school, I spent hundreds of hours looking into a microscope—a skill I never needed to know or ever use. Yet I didn't have a single class that taught me communication or teamwork skills— something I need every day I walk into the hospital.” —Peter Pronovost, Safe Patients, Smart Hospitals* *Checklist: 10% system, 90% “culture”

“ If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. Yet I came to see in my time at IBM that culture isn’t just one aspect of the game — it is the game.” —Lou Gerstner, Who Says Elephants Can’t Dance Who Says Elephants Can’t Dance

Implementing 6-Sigma Implementing 6-Sigma Case #1/United States Air Force Tactical Air Command/ Tactical Air Command/ GEN Creech/“Drive by” GEN Creech/“Drive by” Case #2/Milliken & Company/CEO Milliken/ the 45-minute ride the 45-minute ride Case #3/Johns Hopkins/Dr. Peter Pronovost/ Checklist PLUS Checklist PLUS Case #4/Commerce Bank/CEO Hill/RED button Case #5/Veterans Administration/”culture of hiding” Case #6/Mayo Clinic/Dr. Mayo/“100 times better” Case #7/Toyota/growth or bust Case #8/IBM/Gerstner flummoxed Case #9/Germany’s Mittelstand/in the genes Case #10/Department of Defense Model Installations/ASD Stone/”Model Installations” Installations/ASD Stone/”Model Installations”

“ If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy Neighbor and … Wash Your Hands!” —Mark Pettus, M.D., The Savvy Patient

“Sanitary revolution”: mortality in major cities down 55% between 1850 and 1915 Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

“The results are deadly. In addition to the killed by medical errors in hospitals and the deaths caused by hospital infections, another die from their doctor’s failure to observe evidence-based protocols for just four common conditions: hypertension, heart attack, pneumonia, and colorectal cancer.” [TP: total ] “The results are deadly. In addition to the 98,000 killed by medical errors in hospitals and the 90,000 deaths caused by hospital infections, another 126,000 die from their doctor’s failure to observe evidence-based protocols for just four common conditions: hypertension, heart attack, pneumonia, and colorectal cancer.” [TP: total 314,000 ] Source: Best Care Anywhere: Why VA Healthcare Is Better Than Yours/Phillip Longman

18

“The doctor interrupts after …* after …* *Source: Jerome Groopman, How Doctors Think

18 …

18 … seconds!

“I wasn’t bowled over by [David Boies] intelligence … What impressed me was that when he asked a question, he waited for an answer. He not only listened … he made me feel like I was the only person in the room.” —Lawyer _____, on his first, inadvertent meeting with renown attorneyDavid Boies, from Marshall Goldsmith, “The One Skill That Separates,” Fast Company

[An obsession with] Listening is... the ultimate mark of Respect. of Respect. Listening is... the heart and soul of Engagement. Listening is... the heart and soul of Kindness. Listening is... the heart and soul of Thoughtfulness. Listening is... the basis for true Collaboration. Listening is... the basis for true Partnership. Listening is... a Team Sport. Listening is... a Developable Individual Skill.* (*Though women are far better at it than men.) are far better at it than men.) Listening is... the basis for Community. Listening is... the bedrock of Joint Ventures that work. Listening is... the bedrock of Joint Ventures that grow. Listening is... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) organizational effectiveness.)[cont.]

25/1

MBWA

“The leader must have infectious optimism. … The final test of a leader is the feeling you have when you leave his presence after a conference. Have you a feeling of uplift and confidence?” —Field Marshall Bernard Montgomery

You = Your calendar* *The calendar never lies.

“If there is any one ‘secret’ to effectiveness, it is concentration. Effective executives do first things first … and they do one thing at a time.” —Peter Drucker

TGR s

Conveyance: Kingfisher Air Location: Approach to New Delhi

“May I clean your glasses, sir?”

“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” —Henry Clay, American Statesman ( )

K = R = P* *Kindness = Repeat Business = Profit

Press Ganey Assoc: 139,380 former patients from 225 hospitals: none of THE top 15 factors determining P atient S atisfaction referred to patient’s health outcome. Instead: directly related to Staff Interaction; directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

TM: “The treat’s on us …” on us …”

With a new and forthcoming policy on apologies … Toro, the lawn mower folks, reduced the average cost of settling a claim from $115,000 in 1991 to $35,000 in 2008 … and the company hasn’t been to trial in the last 15 years !

TGR [Things Gone -Things Gone RIGHT ] TGR [Things Gone WRONG -Things Gone RIGHT ]

“Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore,The Experience Economy: Work Is Theatre & Every Business a Stage

Little = BIG

Big carts = 1.5X 1.5X Source: Walmart

6.5 feet Away = -63% “Seconds”*

BBTs

—12 different prosthetic knee implants implants —Loss of $2M per year —Reduce to 2 devices (evidence- based criteria/Strong initial based criteria/Strong initial resistance) resistance) —Two years, to profit of $6 million for knee and hip million for knee and hip replacements (equal outcome replacements (equal outcome success, less complications) success, less complications) Source: Leonard Barry & Kent Seltman, Management Lessons from Mayo Clinic

Evidence-based medicine Evidence-INFLUENCED Medicine M.D.-led projects

___________ costs Medicare seven thousand dollars more per person each year than does the average city in America. But not, so far as one can tell, because it’s delivering better health care. … Compared with patients in ________ and nationwide, patients in _______ got more of pretty much everything — more diagnostic testing, more hospital treatment, more surgery, more home care. The Medicare payment data provided the most detail. Between 2001 and 2005, critically ill Medicare patients received almost fifty per cent more specialist visits in _______ than in ______, and were two-thirds more likely to see ten or more specialists in a six-month period. In 2005 and 2006, patients in _______ received twenty per cent more abdominal ultrasounds, thirty per cent more bone-density studies, sixty per cent more stress tests with echocardiography, two hundred per cent more nerve-conduction studies to diagnose carpal-tunnel syndrome, and five hundred and fifty percent more urine-flow studies to diagnose prostate troubles. They received one-fifth to two-thirds more gallbladder operations, knee replacements, breast biopsies, and bladder scopes. They also received two to three times as many pacemakers, implantable defibrillators, cardiac- bypass operations, carotid endarterectomies, and coronary-artery stents. And Medicare paid for five times as many home-nurse visits. The primary cause of ______’s extreme costs was, very simply, the across-the-board overuse of medicine. — “Cost Conundrum: What a Texas town can teach us about health care,” by Atul Gawande, The New Yorker, June 1, 2009

14,000 20,000 30

14,000/ e Bay 20,000/Amazon 30/Craigslist

Hard is Soft. Soft is Hard.