™Marketing Magazine Issue 7 | Page 7

EXCELLENCE “blazing speed,” Apple was on a quest for perfection, slowing the company down considerably in introducing new technologies. Although Microsoft’s products—arguably launched prematurely at times—could contain flaws, the company would simply correct these problems in its next release. The challenge, says Peters, is that the pursuit of WTTMSW requires a WTTMSW culture, one in which “you are ready, willing, and able to seriously play.” “‘Serious play’ is not an oxymoron,” he adds. “It is the essence of innovation.” Unfortunately, research shows that even young children are conditioned to shy away from trying new things after hearing the word “no” many times more often than the word “yes.” Peters laments the loss of the “playfulness” aspect of work, which he describes as “teammates taking immense pleasure in the messy process of many approximations and wrong turns and dead ends on the way to market.” Of course, this type of freewheeling corporate culture must come from the top down. Many companies get so absorbed in developing strategies that they get stalled by numerous roadblocks before any implementation has even been started, he notes. “A detailed strategy is stuff and nonsense,” says Peters. “You head off in that general direction, and as you go, the environment shifts shape again and again. The key is to be flexible and open to opportunities that may crop up along the way.” Another critical roadblock to action is often the lack of cross-functional collaboration, Peters says. “I fervently believe that in most any organization of more than a dozen people, the number one issue that causes delays, implementation failures in general, employee angst, and customer ire is failure of cross- functional communication and integration,” says Peter. Internal barriers can be more of an impediment to effective execution than competitors’ actions, whereas teams that can support one another can improve operational performance through coordinated execution. Most companies don’t need expensive training sessions or management overhauls to make strides toward a more engaged and productive workforce, Peters has found. There are ways to reset the corporate culture using simple tools that have been in our personal arsenals all along, he says. Most of the solution boils down to people—how you hire them, treat them, and reward them. On his list are some simple recommendations like really listening to employees without interruption, hiring nice people, and managing by wandering around so you really have the opportunity to get to know your employees. Listening earns its place at the top of this list because while most of us agree that listening is important, according to Peters, we don’t behave accordingly. “We probably think we’re pretty good at it, but with all due respect, in five out of six cases, we are likely delusional,” he says. When a doctor, for example, interrupts you while you are telling your story and whips out the prescription pad, he or she may not have extracted enough useful data to make a truly informed decision. The doctor in this case has marginalized the patient and not created an environment for true engagement and co-ownership of the problem. Listening, says Peters, is the ultimate mark of respect—the core of effective cross-functional communication, the key to making the sale, and the bedrock that underpins a commitment to excellence. A good listener “exists totally for the given conversation,” giving the other person time to reach clarity without interruption, he says. A good listener never finishes the other person’s sentence. Other paths toward strong leadership include running effective meetings, nurturing allies throughout the organization, dispensing enthusiasm, and even fine-tuning your body language. Becoming a student of excellence is not easy, but a great deal of the process relies on common sense to move your organization forward in a positive way. When asked to hypothesize about the long term, Peters says in his typical blunt way, “I don’t know what will happen 25 years from now, but I know you have a good shot of surviving if you keep getting better and continue to work your backside off.” Tom Peters is a leading business management guru and founder of the Tom Peters Company. He continues to be in constant demand for lectures and seminars. Peters is the author of 16 books, including In Search of Excellence (with Robert H. Waterman, Jr.), which is often cited as among the best business books ever written. He lives in Massachusetts. TOMPETERS.COM TULIPMEDIAGROUP.COM | 7