Tom Peters, author of The Excellence Dividend: Meeting the Tech Tide with Work That Wows and Jobs That Last, shared insights from his book and how they be applied in the Columbus Region.

1. Sir DuffieldSir Duffield
UpendsUpends
the Establishmentthe Establishment
**
(*May the Costslashingaddicts Roast in(*May the Costslashingaddicts Roast in
HellHell !!))

2. Commerce Bank/Metro Bank:Commerce Bank/Metro Bank:
“We want them“We want them inin our stores.”our stores.”
7X.7X.
7:30A-8:00P.7:30A-8:00P.
Fri/Fri/12A12A..
7:30AM = 7:15AM.7:30AM = 7:15AM.
8:00PM = 8:15PM.8:00PM = 8:15PM.

3. ““YESBANK”YESBANK”:: “When we had a“When we had a
processing problem with MasterCard, it came to ourprocessing problem with MasterCard, it came to our
attention that a customer couldn’t pay for their airlineattention that a customer couldn’t pay for their airline
flights. A Metro Bank team member stepped in.flights. A Metro Bank team member stepped in.
SHE PUT THE CUSTOMER’SSHE PUT THE CUSTOMER’S
FLIGHTS ON HERFLIGHTS ON HER
PERSONAL CREDIT CARDPERSONAL CREDIT CARD
SO THAT THE CUSTOMERSO THAT THE CUSTOMER
COULD STILL TAKECOULD STILL TAKE
ADVANTAGE OF AADVANTAGE OF A [[time-sensitive]time-sensitive]
GOOD DEALGOOD DEAL,, and later—with theirand later—with their
permission, of course— transferred the money frompermission, of course— transferred the money from
their account.”their account.”
Source:Source: Fans! Not Customers. How to Create GrowthFans! Not Customers. How to Create Growth
CompaniesCompanies

4. 2,0000,002,0000,00
00

5. The Commerce Bank/Metro Bank ModelThe Commerce Bank/Metro Bank Model
“COST CUTTING IS A DEATH“COST CUTTING IS A DEATH
SPIRAL.SPIRAL.
OUR WHOLE STORY IS GROWINGOUR WHOLE STORY IS GROWING
REVENUE.”REVENUE.”
“ARE YOU GOING TO“ARE YOU GOING TO COSTCOST CUTCUT
YOUR WAY TO PROSPERITY?YOUR WAY TO PROSPERITY?
or …or …
ARE YOU GOING TOARE YOU GOING TO SPENDSPEND YOURYOUR
WAY TO PROSPERITY?”WAY TO PROSPERITY?”
““OVEROVER-INVEST IN OUR PEOPLE,-INVEST IN OUR PEOPLE,
OVEROVER-INVEST IN OUR FACILITIES.”-INVEST IN OUR FACILITIES.”
Source: Source: Source: Vernon Hill,Source: Source: Source: Vernon Hill, Fans! Not customers.Fans! Not customers.
How to Create Growth companies in a No Growth WorldHow to Create Growth companies in a No Growth World

6. ““Mr. Foster and his McKinsey colleaguesMr. Foster and his McKinsey colleagues
collected detailed performance datacollected detailed performance data
stretching backstretching back 4040 years foryears for 1,000
U.S. companies.U.S. companies. TheTheyy found thatfound that
NONE ofof
the lonthe longg-term survivors-term survivors
manamanagged to outed to outpperform theerform the
market. Worse, the lonmarket. Worse, the lon ggerer
comcomppanies had been in theanies had been in the
database, the worse thedatabase, the worse the yy diddid.”.”
—Financial Times—Financial Times

7. Vernon HillVernon Hill
Commerce Bank/Metro BankCommerce Bank/Metro Bank
Larry JaneskyLarry Janesky
Basement Systems Inc.Basement Systems Inc.
Jim PenmanJim Penman
Jim’s GroupJim’s Group
Jungle Jim BoniminioJungle Jim Boniminio
Jungle Jim’s International MarketJungle Jim’s International Market
(Fairfield, OH)(Fairfield, OH)

8. JUNGLE JIM’S/“Shoppertainment”:JUNGLE JIM’S/“Shoppertainment”: “The props“The props
can also be a bit bizarre. Two men’s and women’s Portacan also be a bit bizarre. Two men’s and women’s Porta
Potties situated in the front area of the store look asPotties situated in the front area of the store look as
though they belong on a construction site rather than inthough they belong on a construction site rather than in
a food store. But they are false fronts, and once througha food store. But they are false fronts, and once through
the doors, customers find themselves in beautifullythe doors, customers find themselves in beautifully
appointed restrooms. These creative facilities wereappointed restrooms. These creative facilities were
recognized as …recognized as …
‘‘AMERICA’SAMERICA’S
BESTBEST
RESTROOM’RESTROOM’
…… in the Sixth Annual competition sponsored byin the Sixth Annual competition sponsored by
Cintas Corporation, a supplier of restroom cleaning andCintas Corporation, a supplier of restroom cleaning and
hygiene products. …”hygiene products. …”

9. ““BE THE BEST.BE THE BEST.
IT’S THE ONLYIT’S THE ONLY
MARKET THAT’SMARKET THAT’S
NOT CROWDED.”NOT CROWDED.”
From:From: Retail Superstars: Inside the 25 BestRetail Superstars: Inside the 25 Best
Independent Stores in America,Independent Stores in America, George WhalinGeorge Whalin

10. Tom Peters’Tom Peters’
The Excellence Dividend:The Excellence Dividend:
Meeting the Tech Tide WithMeeting the Tech Tide With
Work That Wows and Jobs ThatWork That Wows and Jobs That
LastLast
Putting PeoplePutting People
(( R-E-A-L-L-YR-E-A-L-L-Y))
FirstFirst
Columbus 2020!Columbus 2020!
12 April 201812 April 2018

11. ““BUSINESS HAS TO GIVEBUSINESS HAS TO GIVE
PEOPLE ENRICHING,PEOPLE ENRICHING,
REWARDING LIVESREWARDING LIVES …… OR IT’SOR IT’S
SIMPLY NOT WORTH DOINGSIMPLY NOT WORTH DOING .”.”
——Richard Branson (Richard Branson ( 1/4,0961/4,096))
““[[Business has the]Business has the]
responsibilityresponsibility
to increase the sum of humanto increase the sum of human
well-beingwell-being.”.” —Mihaly Csikszentmihalyi,—Mihaly Csikszentmihalyi, Good BusinessGood Business
““Business was originated toBusiness was originated to
produce happiness, not pile upproduce happiness, not pile up

12. PeoplePeople
((REALLYREALLY*)*)
FirstFirst
*Damn it*Damn it !!

13. ““What employees experience, CustomersWhat employees experience, Customers
will. The best marketing is happy,will. The best marketing is happy,
engaged employeesengaged employees.. YOURYOUR
CUSTOMERS WILL NEVERCUSTOMERS WILL NEVER
BE ANY HAPPIER THANBE ANY HAPPIER THAN
YOUR EMPLOYEESYOUR EMPLOYEES .”.”
——John DiJulius,John DiJulius, The Customer Service RevolutionThe Customer Service Revolution
““IF YOU WANT STAFF TOIF YOU WANT STAFF TO
GIVE GREAT SERVICE,GIVE GREAT SERVICE,
GIVE GREAT SERVICE TOGIVE GREAT SERVICE TO
STAFFSTAFF.”.” —Ari Weinzweig, Zingerman’s (Bo—Ari Weinzweig, Zingerman’s (Bo
Burlingham,Burlingham, Small Giants:Small Giants:
Companies That Choose to Be GreatInstead of Big)Companies That Choose to Be GreatInstead of Big)

14. 7/127/12:: 1996-2014/Twelve companies have been1996-2014/Twelve companies have been
among the “100 best to work for” in the USA every year,among the “100 best to work for” in the USA every year,
for all 16 years of the list’s existence; along the way,for all 16 years of the list’s existence; along the way,
they’ve added 341,567 new jobs, or job growth ofthey’ve added 341,567 new jobs, or job growth of
+172%:+172%:
PublixPublix
Whole FoodsWhole Foods
WegmansWegmans
NordstromNordstrom
Cisco SystemsCisco Systems
MarriottMarriott
REIREI
Goldman SachsGoldman Sachs
Four SeasonsFour Seasons
SAS InstituteSAS Institute
W.L. GoreW.L. Gore
TDIndustriesTDIndustries
Source:Source: FortuneFortune// “The 100 Best Companies to Work For”“The 100 Best Companies to Work For” //0315.150315.15

15. ““They take generousThey take generous
carecare
of their part-timers.”of their part-timers.”
At some of the companies on the list, the share of part-At some of the companies on the list, the share of part-
timers is low. But among the seven (of twelve) that are intimers is low. But among the seven (of twelve) that are in
industries like hotels and retail, the numbers are sky high.industries like hotels and retail, the numbers are sky high.
Whole Foods, for example, hasWhole Foods, for example, has 27,00027,000 part-timers,part-timers,
Nordstrom hasNordstrom has 30,00030,000
——and Publix has a staggeringand Publix has a staggering 100,000100,000..
““The most important commonality among the twelve is thatThe most important commonality among the twelve is that
they all offer part-timers healthcare benefitsthey all offer part-timers healthcare benefits .. And mostAnd most
give part-timers paid time off for sick days, holidays, etc.give part-timers paid time off for sick days, holidays, etc.
Nordstrom part-timers, for example, have 19 paid days off,Nordstrom part-timers, for example, have 19 paid days off,
Marriott’s have 18 paid days off, and REI’s have 12Marriott’s have 18 paid days off, and REI’s have 12 .. OtherOther
examples of treating part-timers asexamples of treating part-timers as
full-time members of the family includefull-time members of the family include Publix’s (again)Publix’s (again)
policypolicy
of making part-timers eligible for employee stockof making part-timers eligible for employee stock
ownershipownership
plans that fund retirement savingsplans that fund retirement savings .”.”

16. From the Ritz-Carlton Credo:From the Ritz-Carlton Credo: ““WeWe
are ladies andare ladies and
gentlemengentlemen
serving ladiesserving ladies
and gentlemen.”and gentlemen.”

17. MANAGING: AS A PAIN IN THE ASS.MANAGING: AS A PAIN IN THE ASS.
Somebody’s got to do it; punching bag forSomebody’s got to do it; punching bag for
higher ups on one end, grouchy employeeshigher ups on one end, grouchy employees
on the other; blame magnet if things goon the other; blame magnet if things go
wrong, big bosses abscond with the creditwrong, big bosses abscond with the credit
if things go right.if things go right.
MANAGING: AS THEMANAGING: AS THE PINNACLEPINNACLE OF HUMANOF HUMAN
ACHIEVEMENT.ACHIEVEMENT. The greatest lifeThe greatest life
opportunity one can haveopportunity one can have [literally]. Mid-[literally]. Mid-
to long-term success is no more and noto long-term success is no more and no
less than a function of one’s dedication toless than a function of one’s dedication to
and effectiveness at helping teamand effectiveness at helping team
members grow and flourish as individualsmembers grow and flourish as individuals
and as contributing members to anand as contributing members to an
energetic, self-renewing organizationenergetic, self-renewing organization
dedicated to the relentless pursuit ofdedicated to the relentless pursuit of
EXCELLENCEEXCELLENCE.

18. MoralMoral ImperativeImperative

19. ““AlmostAlmost halfhalf of U.S. jobs are at highof U.S. jobs are at high
risk of computerization over the nextrisk of computerization over the next
2020 yearsyears, according to Oxford, according to Oxford
academics Carl Benedikt Frey andacademics Carl Benedikt Frey and
Michael A. Osborne.”Michael A. Osborne.”
——CNBC, 9 March 2016* (*CNBC, 9 March 2016* (* 50,000 to 50050,000 to 500 /4 April 2018)/4 April 2018)
““The intellectual talents of highlyThe intellectual talents of highly
trained professionals are no moretrained professionals are no more
protected from automation than isprotected from automation than is
the driver’s left turn.”the driver’s left turn.”
——Nicholas Carr,Nicholas Carr, The Glass Cage: Automation and UsThe Glass Cage: Automation and Us
If you think being a ‘professional’If you think being a ‘professional’
makes your job safe, think again.”makes your job safe, think again.” ——
Robert ReichRobert Reich

20. ““SinceSince 19961996,, manufacturing
employment in China itselfin China itself
has actuallyhas actually fallen by an estimatedby an estimated
25 percent. That’s overThat’s over
30,000,000 fewer
Chinese workers in that sector, evenChinese workers in that sector, even
while output soared by 70 percent.while output soared by 70 percent. It’sIt’s
not that American workers are beingnot that American workers are being
replaced by Chinese workers.replaced by Chinese workers. It’s thatIt’s that
both American and Chinese workers areboth American and Chinese workers are
being made more efficient [replaced] bybeing made more efficient [replaced] by
automationautomation .”.” —Erik Brynjolfsson and—Erik Brynjolfsson and
Andrew McAfee,Andrew McAfee, The Second Machine Age: Work, Progress, and
Prosperity

21. 2018/CORPORATE MANDATE2018/CORPORATE MANDATE #1#1:: YourYour
principal moral obligation as aprincipal moral obligation as a
leader is to develop theleader is to develop the
skillset, “soft” and “hard,” ofskillset, “soft” and “hard,” of
every one of the people inevery one of the people in
your charge (temporary asyour charge (temporary as
well as semi-permanent) towell as semi-permanent) to
the maximum extent of yourthe maximum extent of your
abilities. Theabilities. The
bonus:bonus: This is also the #1This is also the #1
mid-mid-
to lonto longg-term-term … p… profitrofit
maximization stratemaximization strate gy!gy!

22. ““The role of the Director isThe role of the Director is
to create a space where theto create a space where the
actors and actresses canactors and actresses can
become more thanbecome more than
thetheyy’ve ever been’ve ever been
before,before,
more than themore than they’y’veve
dreamed of beindreamed of being.”g.”
——Robert Altman, Oscar acceptance speechRobert Altman, Oscar acceptance speech

23. HiringHiring “Nice”++“Nice”++

24. ““We look for ...We look for ...
listening, caring,listening, caring,
smiling, sayingsmiling, saying
‘Thank you,’‘Thank you,’
being warm.”being warm.”
— Colleen Barrett, former President, Southwest— Colleen Barrett, former President, Southwest
AirlinesAirlines

25. ““The ultimate filter we useThe ultimate filter we use
[in the hiring process][in the hiring process] is that we onlyis that we only
hire nice peoplehire nice people .. …… When we finishWhen we finish
assessing skills,assessing skills,
we do something called ‘running the gauntlet.’ Wewe do something called ‘running the gauntlet.’ We
have them interact with 15 or 20 people, andhave them interact with 15 or 20 people, and
everyone of them have what I call a ‘blackballeveryone of them have what I call a ‘blackball
vote,’ which means theyvote,’ which means they
can say if we should not hire that person.can say if we should not hire that person. II
believe in culture sobelieve in culture so
stronstronggllyy and that one badand that one bad
aapppple can sle can sppoil the bunchoil the bunch ..
There are enough really talented people out thereThere are enough really talented people out there
who are nice, you don’t really need to put up withwho are nice, you don’t really need to put up with

26. GOOGLE GETS A SURPRISE IGOOGLE GETS A SURPRISE I
““Project OxygenProject Oxygen [data from founding in[data from founding in
1998 to 2013]1998 to 2013] shocked everyone byshocked everyone by
concluding that, among the eight mostconcluding that, among the eight most
important qualities of Google’s topimportant qualities of Google’s top
employees, STEMemployees, STEM [Science, Technology,[Science, Technology,
Engineering, and Mathematics]Engineering, and Mathematics] expertise comesexpertise comes
in dead lastin dead last .. The seven top characteristicsThe seven top characteristics
of success at Google are all soft skillsof success at Google are all soft skills ::
being a good coach; communicating and listeningbeing a good coach; communicating and listening
well; possessing insights into others (includingwell; possessing insights into others (including
others’ different values and points of view); havingothers’ different values and points of view); having
empathy toward and being supportive of one’sempathy toward and being supportive of one’s
colleagues; being a good critical thinker andcolleagues; being a good critical thinker and
problem solver; and being ableproblem solver; and being able
to make connections across complex ideas. Thoseto make connections across complex ideas. Those
traits sound more like what one gets as an Englishtraits sound more like what one gets as an English
or theater major than as a programmer. …or theater major than as a programmer. …
Source: Valerie Strauss, “The surprising thing Google learned about itsSource: Valerie Strauss, “The surprising thing Google learned about its
employeesemployees

27. GOOGLE GETS A SURPRISE IIGOOGLE GETS A SURPRISE II
““Project AristotleProject Aristotle [2017] further supports the[2017] further supports the
importance of soft skills even in high-tech environments.importance of soft skills even in high-tech environments.
Project Aristotle analyzes data on inventive andProject Aristotle analyzes data on inventive and
productive teams,. Google takes pride in it’s A-teams,productive teams,. Google takes pride in it’s A-teams,
assembled with top scientists, each with the mostassembled with top scientists, each with the most
specialized knowledge and able to throw down onespecialized knowledge and able to throw down one
cutting-edge idea after another.cutting-edge idea after another. Its data analysisIts data analysis
revealed, however, that the company’s mostrevealed, however, that the company’s most
important and productive ideas come fromimportant and productive ideas come from
B-teams comprised of employees that don’tB-teams comprised of employees that don’t
always have to be the smartest people inalways have to be the smartest people in
the roomthe room.. Project Aristotle shows that that the bestProject Aristotle shows that that the best
teams at Google exhibit a range of soft skills: equality,teams at Google exhibit a range of soft skills: equality,
generosity, curiosity toward the ideas of your teammates,generosity, curiosity toward the ideas of your teammates,
empathy and emotional intelligence. And topping the list:empathy and emotional intelligence. And topping the list:
emotional safety. No bullying. …emotional safety. No bullying. …
(( “[Tech] billionaire venture capitalist and ‘Shark Tank’ TV“[Tech] billionaire venture capitalist and ‘Shark Tank’ TV
personality Mark Cuban looks forpersonality Mark Cuban looks for philosophy majorsphilosophy majors whenwhen
he’s investing in sharks most likely to succeed.”)he’s investing in sharks most likely to succeed.”)
Source: Valerie Strauss, “The surprising thing Google learned about its employeesSource: Valerie Strauss, “The surprising thing Google learned about its employees

28. Training:Training:
InvestmentInvestment #1#1

29. In the Army andIn the Army and
Navy,Navy, 33--starstar
ggenerals/enerals/
admiralsadmirals obsessobsess
on training. In moston training. In most
businesses, it's abusinesses, it's a
““ho-hum” mid-levelho-hum” mid-level

30. Gamblin’ ManGamblin’ Man
Bet #1: >> 5 of 10 CEOs seeBet #1: >> 5 of 10 CEOs see
training as expense rather thantraining as expense rather than
investment.investment.
Bet #2: >> 5 of 10 CEOs seeBet #2: >> 5 of 10 CEOs see
training as defense rather thantraining as defense rather than
offense.offense.
Bet #3: >> 5 of 10 CEOs seeBet #3: >> 5 of 10 CEOs see
training as “necessary evil” rathertraining as “necessary evil” rather
than “strategic opportunity.”than “strategic opportunity.”
Bet #4:Bet #4: >> 8 of 10 CEOs, in 45->> 8 of 10 CEOs, in 45-
min “tour d’horizon” of theirmin “tour d’horizon” of their
biz, wouldbiz, would NOTNOT mentionmention
training.training.

31. “Train ‘em
and they’ll
leave.”
Or …

32. ““TRAIN PEOPLETRAIN PEOPLE
WELL ENOUGH SOWELL ENOUGH SO
THEYTHEY CANCAN LEAVE,LEAVE,
TREAT THEM WELLTREAT THEM WELL
ENOUGH SO THEYENOUGH SO THEY
DON’T WANT TODON’T WANT TO.”.”
—Richard Branson

33. First-Line Bosses/First-Line Bosses/
AssetAsset #1#1

34. If the regimental commander lost most ofIf the regimental commander lost most of
his 2nd lieutenants and 1st lieutenantshis 2nd lieutenants and 1st lieutenants
and captains and majors, it would be aand captains and majors, it would be a
tragedy.tragedy. IF HE LOST HISIF HE LOST HIS
SERSERGGEANTS ITEANTS IT
WOULD BE AWOULD BE A
CATASTROPHECATASTROPHE.. The ArmyThe Army
and the Navy are fully aware that successand the Navy are fully aware that success
on the battlefield is dependent to anon the battlefield is dependent to an
extraordinary degree on its Sergeants andextraordinary degree on its Sergeants and
Chief Petty Officers. Does industry haveChief Petty Officers. Does industry have
the same awareness?the same awareness?

35. Leading/Leading/
MBWAMBWA

36. ““I’m always stopping by ourI’m always stopping by our
stores—stores— at leastat least
2525
a weeka week.. I’m also in otherI’m also in other
places: Home Depot, Whole Foods,places: Home Depot, Whole Foods,
Crate & Barrel. I try to be a spongeCrate & Barrel. I try to be a sponge
toto
pick up as much as I can.”pick up as much as I can.” —Howard—Howard
SchultzSchultz

37. Golden Bay (NZ)Golden Bay (NZ)
RevelationRevelation
You do MBWAYou do MBWA
because it’s …because it’s …

38. …… FUNFUN !!

39. Leading/Listening/Leading/Listening/
Core ValueCore Value #1#1

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

41. … 18
SECONDS

42. [An[An obsessionobsession with] Listening is ... the ultimate markwith] Listening is ... the ultimate mark
ofof RespectRespect..
Listening is ... the heart and soul ofListening is ... the heart and soul of EngagementEngagement..
Listening is ... the heart and soul ofListening is ... the heart and soul of KindnessKindness..
Listening is ... the heart and soul ofListening is ... the heart and soul of ThoughtfulnessThoughtfulness ..
Listening is ... the basis for trueListening is ... the basis for true CollaborationCollaboration..
Listening is ... the basis for trueListening is ... the basis for true PartnershipPartnership..
Listening is ... aListening is ... a Team SportTeam Sport..
Listening is ... aListening is ... a Developable Individual SkillDevelopable Individual Skill .*.* (*Though(*Though
womenwomen
areare farfar better at it than men.)better at it than men.)
Listening is ... the basis forListening is ... the basis for CommunityCommunity..
Listening is ... the bedrock ofListening is ... the bedrock of Joint Ventures that workJoint Ventures that work ..
Listening is ... the bedrock ofListening is ... the bedrock of Joint Ventures thatJoint Ventures that growgrow..
Listening is ... the core ofListening is ... the core of effective Cross-functionaleffective Cross-functional
CommunicationCommunication** (*Which is in turn Attribute #1(*Which is in turn Attribute #1
ofof
organization effectiveness.)organization effectiveness.)

43. PartPart ONEONE::
LISTENLISTEN**
(pp(pp1111--116116, of 364), of 364)
**““The keThe keyy to everto everyy one of our [eione of our [ei gght]ht]
leadershileadershipp attributes was the vitalattributes was the vital
imimpportance of a leader’s abilitortance of a leader’s abilit yy to listento listen.”.”
(One of Branson’s personal keys to listening(One of Branson’s personal keys to listening
is notetaking—he hasis notetaking—he has hundredshundreds of notebooks.)of notebooks.)

44. Suggested …Suggested … CoreCore
Value #1:Value #1: ““We areWe are
Effective Listeners—we treatEffective Listeners—we treat
ListeningListening EXCELLENCEEXCELLENCE asas
the Centerpiece of ourthe Centerpiece of our
Commitment to Respect andCommitment to Respect and
Engagement and CommunityEngagement and Community
and Growth.”and Growth.”

45. Leading/Leading/
Hit theHit the
BooksBooks !!

46. “If I had to pick one
failing of CEOs, it’s that
… they
don’t read
enough.”

47. Leading/Leading/
Women RuleWomen Rule !!

48. ““ResearchResearch [by McKinsey &[by McKinsey &
Co.]Co.] suggests thatsuggests that
to succeed,to succeed,
start bystart by
promotingpromoting
women.”women.”

49. ““Women are rated higher inWomen are rated higher in
fullyfully 1212 of theof the 1616
competencies that go intocompetencies that go into
outstanding leadership.outstanding leadership. AndAnd
two of the traits wheretwo of the traits where
women outscored men towomen outscored men to
the highest degree —the highest degree — takintakingg
initiative and drivininitiative and drivin gg forfor
resultsresults — have long been— have long been
thought of as particularlythought of as particularly
male strengths.”male strengths.”

50. For One (For One ( BIGBIG) Thing …) Thing …
““McKinsey & Company found thatMcKinsey & Company found that
the international companies withthe international companies with
more women on their corporatemore women on their corporate
boardsboards far outperformedfar outperformed thethe
average company in return onaverage company in return on
equity and other measures.equity and other measures.
Operating profit was …Operating profit was …
5656%% higher.”higher.”
Source: Nicholas Kristof, “Twitter, Women, and Power,”Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimesNYTimes, 1024.13, 1024.13

51. INVESTOR
1. Trade less than men do1. Trade less than men do
2. Exhibit less overconfidence—more likely to2. Exhibit less overconfidence—more likely to
knowknow
what they don’t knowwhat they don’t know
3. Shun risk more than male investors do3. Shun risk more than male investors do
4. Less optimistic, more realistic than their male4. Less optimistic, more realistic than their male
counterpartscounterparts
5. Put in more time and effort researching5. Put in more time and effort researching
possiblepossible
investments—consider details and alternateinvestments—consider details and alternate
pointspoints
of viewof view
6. More immune to peer pressure—tend to make6. More immune to peer pressure—tend to make
decisions the same way regardless of who’sdecisions the same way regardless of who’s
watchingwatching
7. Learn from their mistakes7. Learn from their mistakes
8. Have less testosterone than men do, making8. Have less testosterone than men do, making
themthem
less willing to take extreme risks, which, inless willing to take extreme risks, which, in
turn,turn,
could lead to less extreme market cyclescould lead to less extreme market cycles

52. ““$$2222 TrillionTrillion
in Assets Willin Assets Will
Shift to WomenShift to Women
by 2020”by 2020”
——The StreetThe Street andand Investment NewsInvestment News (Full(Full
title of the article: “$22 in Assets Willtitle of the article: “$22 in Assets Will
Shift to Women by 2020: Why Men Need toShift to Women by 2020: Why Men Need to
Watch Out”)Watch Out”)

53. FYI/HigherFYI/Higher
math: “Gendermath: “Gender
balance” =balance” =
50%50% !!**
(*9-0/RBG)(*9-0/RBG)

54. W > 2X (C + I) =W > 2X (C + I) = $28 TRILLION$28 TRILLION
““Forget CHINA,Forget CHINA,
INDIA and theINDIA and the
INTERNET:INTERNET:
Economic GrowthEconomic Growth
Is Driven byIs Driven by
WOMENWOMEN.”.”

55. 50@50:50@50:
“PEOPLE TURNING 50“PEOPLE TURNING 50
TODAY HAVETODAY HAVE
MORE THANMORE THAN
HALFHALF OF THEIROF THEIR
ADULT LIFE AHEAD OFADULT LIFE AHEAD OF
THEM.”THEM.” —Bill Novelli, 50+: IGNITING A REVOLUTION TO REINVENT
AMERICA

56. Leading/Leading/
Culture FirstCulture First !!

57. ““Culture eatsCulture eats
strategy forstrategy for
breakfast.”breakfast.” —Ed—Ed
Schein/1986Schein/1986

58. I probably wouldn’t have. My bias coming in wasI probably wouldn’t have. My bias coming in was
toward strategy, analysis and measurement. Intoward strategy, analysis and measurement. In
comparison, changing the attitude and behaviors ofcomparison, changing the attitude and behaviors of
hundreds of thousands of people is very, very hard.hundreds of thousands of people is very, very hard.
Yet I came to see in myYet I came to see in my
time at IBM thattime at IBM that cultureculture
isn’t just one aspect of theisn’t just one aspect of the
gamegame—— IT ISIT IS
THETHE
GGAMEAME.”.”

59. CULTURE/CEO JOB #1/THE RULES:
CULTURE COMES FIRST.
CULTURE IS EXCEEDINGLY DIFFICULT TO
CHANGE.
CULURE CHANGE CANNOT BE/MUST NOT BE
EVADED OR AVOIDED.
CULTURE MAINTENANCE IS ABOUT AS DIFFICULT
AS CULTURE CHANGE.
CULTURE MAINTENANCE: ONE DAY/ONE HOUR/
ONE MINUTE AT A TIME.
CULTURE CHANGE/MAINTENANCE MUST BECOME
A CONSCIOUS/PERMANENT/PERSONAL AGENDA
ITEM.
CULTURE CHANGE = AN “OUTSIDE JOB”
= MBWA [BIG TIME!]
CULTURE CHANGE/MAINTENANCE IS MANIFEST
IN “THE LITTLE THINGS” FAR MORE THAN IN THE
BIG THINGS.
REPEAT/CULTURE CHANGE/MAINTENANCE:
ONE DAY/ONE HOUR/ONE MINUTE AT A TIME.
FOREVER.
AND EVER.

60. Leading/Leading/
X5X5

61. EXCELLENCE isEXCELLENCE is notnot a “long-a “long-
term” "aspiration.”term” "aspiration.”
EXCELLENCEEXCELLENCE isis the ultimatethe ultimate
short-term strategy.short-term strategy.
EXCELLENCEEXCELLENCE isis … THE… THE
NEXTNEXT 55 MINUTESMINUTES..**
(*Or(*Or NOTNOT.).)

62. EXCELLENCE is … THE NEXT FIVE MINUTES.EXCELLENCE is … THE NEXT FIVE MINUTES.
EXCELLENCE is your next conversation.EXCELLENCE is your next conversation.
Or not.
EXCELLENCE is your next meeting.EXCELLENCE is your next meeting.
Or not.
EXCELLENCE is shutting up and listening—really listening.EXCELLENCE is shutting up and listening—really listening.
Or not.
EXCELLENCE is your next customer contact.EXCELLENCE is your next customer contact.
Or not.
EXCELLENCE is saying “Thank you” for something “small.”EXCELLENCE is saying “Thank you” for something “small.”
Or not.
EXCELLENCE is the next time you shoulder responsibility andEXCELLENCE is the next time you shoulder responsibility and
apologize.apologize.
Or not.
EXCELLENCE is waaay over-reacting to a screw-up.EXCELLENCE is waaay over-reacting to a screw-up.
Or not.
EXCELLENCE is the flowers you brought to work today.EXCELLENCE is the flowers you brought to work today.
Or not.
EXCELLENCE is lending a hand to an “outsider” who’s fallen behindEXCELLENCE is lending a hand to an “outsider” who’s fallen behind
schedule.schedule.
Or not.
EXCELLENCE is bothering to learn the way folks in finance (or IS orEXCELLENCE is bothering to learn the way folks in finance (or IS or
HR) think.HR) think.
Or not.
EXCELLENCE is waaay “over”-preparing for a 3-minuteEXCELLENCE is waaay “over”-preparing for a 3-minute
presentation.presentation.
Or not.
EXCELLENCE is turning “insignificant” tasks into models of …EXCELLENCE is turning “insignificant” tasks into models of …

63. ExcellenceExcellence (or not):(or not):
WHO YOU ARE ISWHO YOU ARE IS
FULLYFULLY
REVEALEDREVEALED ININ
YOUR NEXTYOUR NEXT
5-LINE EMAIL5-LINE EMAIL !!

64. ““It may sound radical, unconventional,It may sound radical, unconventional,
and bordering on being a crazy businessand bordering on being a crazy business
idea.idea. However— as ridiculous as itHowever— as ridiculous as it
sounds—joy is the core belief of oursounds—joy is the core belief of our
workplace.workplace. JoyJoy is theis the
reason my company, Menlo Innovations, areason my company, Menlo Innovations, a
customer software design andcustomer software design and
development firm in Ann Arbor, exists. Itdevelopment firm in Ann Arbor, exists. It
defines what we do and how we do it. Itdefines what we do and how we do it. It
is the single shared belief of our entireis the single shared belief of our entire
team.”team.”
——Richard Sheridan,Richard Sheridan, Joy, Inc.:Joy, Inc.:
How We Built a Workplace People LoveHow We Built a Workplace People Love