| PrintNumber | ErrorLocation | Error | Correction | DateAdded |
|---|---|---|---|---|
| 1 | pii | Add quote | “Change to Strange is an imperative for those companies that want to create lasting value in their industries. Companies that have the guts to embrace a Strange workforce are the companies that will have the power to lead and generate sustainable differentiation and innovation in their businesses.” —Tim Kelly, President/Consumer Division, Sprint Nextel |
8/26/2008 |
| 1 | piv | move Wharton School Publishing add to pg 202 | fixed | 8/26/2008 |
| 1 | pvi | Associate Editor-in-Chief and Director of Marketing: Amy Neidlinger Publicist: Amy Fandrei Wharton School Publishing logo removed ISBN-13 added |
Associate Publisher and Director of Marketing: Amy Neidlinger fixed 9780131-57222-5 |
8/26/2008 |
| 1 | pix-xiv | Add leader dots | fixed |
8/26/2008 |
| 1 | pxvii | He has renovated houses in Atlanta GA, Boone NC, Raleigh NC, and Chapel Hill NC. | He has renovated houses in Atlanta GA, Boone NC, Raleigh NC, Beaufort NC, and Chapel Hill NC. |
8/26/2008 |
| 1 | pxvii | He has renovated houses in Atlanta GA, Boone NC, Raleigh NC, and Chapel Hill NC. | He has renovated houses in Atlanta GA, Boone NC, Raleigh NC, Beaufort NC, and Chapel Hill NC. |
8/26/2008 |
| 1 | p19 | In these small-scale situations, they develop their Strange Workforce Value Chains so that they can tell a clear, consistent, compelling story to their workforces and gather data that lets them focus their workforces and execute their strategies. | In these small-scale situations, they develop their Strange Workforce Value Chains so that they can tell a clear, consistent, compelling story to their workforces and gather data that lets them focus their people and execute their strategies. | 8/27/2008 |
| 1 | p20 | Organizational changes often are painful, expensive, risky ventures that require changes in workforce behavior. | Organizational changes often are painful, expensive, risky ventures that require new workforce behaviors. | 8/27/2008 |
| 1 | p23 | In Chapter 4, “Performance Drivers: What Must Customers Notice to Make Me Win?,” we are going to work on getting your organizational outcomes down to three or four measures that together give you the evidence you need to demonstrate that your strategy is paying off—or not paying off. | In Chapter 3, “Organizational Outcomes: How Do I Know I Am Winning in the Way I Want to Win?” we are going to work on getting your organizational outcomes down to three or four measures that together give you the evidence you need to demonstrate that your strategy is paying off—or not paying off. | 8/27/2008 |
| 1 | p23 | In Chapter 4, “Performance Drivers: What Must Customers Notice to Make Me Win?,” we are going to work on getting your organizational outcomes down to three or four measures that together give you the evidence you need to demonstrate that your strategy is paying off—or not paying off. | In Chapter 3, “Organizational Outcomes: How Do I Know I Am Winning in the Way I Want to Win?” we are going to work on getting your organizational outcomes down to three or four measures that together give you the evidence you need to demonstrate that your strategy is paying off—or not paying off. | 8/27/2008 |
| 1 | p24 | Chapter 4, helps you to develop two or three performance drivers for each Organizational Outcome. | Chapter 4 helps you to develop two or three performance drivers for each Organizational Outcome. | 8/27/2008 |
| 1 | p27 | This book gives you an approach to help your people understand the big picture and how to prioritize their work. | This book gives you an approach to help your people understand the big picture and prioritize their work. | 8/27/2008 |
| 1 | p28-29 | Even if you conducted tours of your successful facility for competitors, and even if you showed competitors the amount of time and energy you personally put into finding, managing, and keeping people who are strange like your organization, they would probably not be able to imitate you. | Even if you conducted tours of your successful facility for competitors, and even if you showed competitors the amount of time and energy you personally put into finding, managing, and keeping people who are strange, they would probably not be able to imitate you. Caused rewrap of text. Page 29 changed too. |
8/27/2008 |
| 1 | p32 | Are you able to clearly see the way the world will look when your strategy pays off and you have put the hurtin’ on your competitors? | Are you able to clearly see the way the world will look when your strategy pays off and you have hurt your competitors? |
8/27/2008 |
| 1 | p35 | You would lose sleep worrying about what looks possible over the next two to three years—“what are my solid base hits for 2008 that I can count on, what are my ‘swing for the seats’ products for 2008 that could be the next sticky pad?” | You would lose sleep worrying about what looks possible over the next two to three years—“what are my solid base hits for next year that I can count on, what are my ‘swing for the seats’ products for next year that could be the next sticky pad?” | 8/27/2008 |
| 1 | p37 | If your leadership team doesn’t know what you mean by winning, how can you explain it to the workforce? | If your leadership team doesn’t know what you mean by winning, how can you explain it to your workforce? | 8/27/2008 |
| 1 | p39 | They actually are not very interested in selling to low-value customers, the ones who come into the store but only to buy the lowest profit products (loss leader). | They actually are not very interested in selling to low-value customers, the ones who come into the store but only to buy the lowest profit products. | 8/27/2008 |
| 1 | p43 | Your discussion should deal directly with the way your organization will “cut through the clutter” of the competition and make your target customers notice you, causing them to deposit their money with you. | Your discussion should deal directly with the way your organization will “cut through the clutter” of the competition and make your target customers notice and like you, causing them to deposit their money with you. | 8/27/2008 |
| 1 | p47 | It also worked—in the sense that I was added to the official Preferred Vendor list about a year after starting operations, and then both my direct sales and my unsolicited sales really took off. The networking paid off: | It also worked—in the sense that I was added to the official Preferred Vendor list about a year after starting operations (and then both my direct sales and my unsolicited sales really took off). The networking also paid off: | 8/27/2008 |
| 1 | p56 | That’s why we started with making sure your Organizational Outcomes were strategic and reflected what winning truly means to you. | That’s why we started by making sure your Organizational Outcomes were strategic and reflected what winning truly means to you. | 8/27/2008 |
| 1 | p58 | After a few hours, when you start wanting to wrap up the meeting up and get back to work, you will start formalizing “business as usual” without considering the full range of options. | After a few hours, when you start wanting to wrap up the meeting up and get “back to work,” you will start formalizing “business as usual” without considering the full range of options. | 8/27/2008 |
| 1 | p63 | You decide that one of your Performance Drivers is “creating leadership opportunities” for students because in order to become better leaders, students need to try leading (which doesn’t actually happen too much in classes). | You decide that one of your Performance Drivers is “creating leadership opportunities” for students because in order to become better leaders, students need to try leading (which doesn’t actually happen too much when sitting in classes). | 8/27/2008 |
| 1 | p64 | My point is that you can stumbled on positive results when you obsess on creating, and measuring a salient image for your organization to deposit in customers’ minds. | My point is that you can stumble on positive results when you obsess on creating, and measuring, a salient image for your organization to deposit in customers’ minds. | 8/27/2008 |
| 1 | p66 | If you figure out Performance Drivers that your organization is willing and able to do that are valuable, rare, and hard to imitate, you can develop a sustainable competitive advantage. This your competitors simply cannot take from you even if they understand how you do it!) | delete paragraph. Causes rewrap. | 8/27/2008 |
| 1 | p66 | The manager of a preschool serving two, three, and four year-olds believes that a key Performance Driver metric is “first day sticks.” |
The manager of a preschool serving two and three year-olds believes that a key Performance Driver metric is “first day sticks.” | 8/27/2008 |
| 1 | p66 | Or, even if the child does remain enrolled, it causes trouble because the meltdown was rewarded and is... |
Or, even if the child does remains enrolled, there is trouble because the meltdown was rewarded and is... | 8/27/2008 |
| 1 | p67 | They are willing to do all this in order to game first day sticks and get the school year started off right. Isn’t that strange? | They are willing to do all this in order to get the school year started off right. Isn’t that strange? | 8/27/2008 |
| 1 | p68 | Accordingly, many Performance Drivers will have to be screened out, even though they would work great for a given Outcome. You also may find a given Performance Driver that affects multiple Outcomes. |
Accordingly, many Performance Drivers may have to be screened out, even though they would work great for a given Outcome. You also may find a given Performance Driver that positively affects multiple Outcomes. |
8/27/2008 |
| 1 | p68 | Getting down the logic you and your team created can be important because it may be hard to recreate the entire story later when some of the architects of the logic are no longer in the room. | Getting down the logic you and your team created can be important because it may be hard to recreate the entire story months later when some of the architects of the logic are no longer in the room. | 8/27/2008 |
| 1 | p70 | Now you have the tools to determine what you need to offer to your target customers in order to stand out and take them and their money from your competitors. | Now you have some tools to determine what you need to offer to your target customers in order to stand out and take them and their money from your competitors. | 8/27/2008 |
| 1 | p72 | Or if your workforce is strange in a way that customers like, but it costs too much to be that strange, it won’t work. | Or if your workforce is strange in a way that customers like, but it costs so much that it will put you out of business, it won’t work. | 8/27/2008 |
| 1 | p74 | These players’ strange skills had been undervalued all their baseball lives so that even though Jeremy Brown had the best offensive record the University of Alabama had ever seen from the A’s perspective, it was hard for him to believe that a major league team would even be interested in him. | These players’ strange skills had been undervalued all their baseball lives so that even though Jeremy Brown had the best offensive record the University of Alabama had ever seen (from the A’s perspective), it was hard for him to believe that a major league team would even be interested in him. | 8/27/2008 |
| 1 | p75 | Billy’s first year on the job with the Oakland A’s was 1998, when the team went 74–88. | Billy Beane’s first year on the job with the Oakland A’s was 1998, when the team went 74–88. | 8/27/2008 |
| 1 | p75 | Is it really possible that you could find these types of inefficiencies in your own market? | Is it really possible that you could find these types of inefficiencies in your own labor market? | 8/27/2008 |
| 1 | p79 | In 2002, he finished third in the league in pitches-seen-per-plate-appearance. | He finished third in the league in pitches-seen-per-plate-appearance. | 8/27/2008 |
| 1 | p80 | But even more often, the meaning of the phrase “Strange Workforce Deliverables” depends on what particular job you’re talking about. In other words, what an employee needs to obsess about to move your Performance Drivers depends on the role that the employee plays in creating value within the organization. To make your organization stand out to customers, your salespeople and engineers might need to be strange in some of the same ways, but they might also need to be strange in some very different ways. For the rest of this chapter, we’re going focus on the idea of workforce-wide deliverables. In the next chapter, we will deal with the topic of job- specific strange deliverables and find ways to make sure you deliver strange to your customers one job at a time. |
However, the meaning of the phrase “Strange Workforce Deliverables” often depends on what particular job you’re talking about. In other words, what an employee needs to obsess about to move your Performance Drivers depends on the role that the employee plays in creating value within the organization. To make your organization stand out to customers, your salespeople and engineers might need to be strange in some of the same ways, but they might also need to be strange in some very different ways. For the rest of this chapter, we’re going focus on the idea of workforce-wide deliverables. In the next chapter, we will deal with the topic of job- specific deliverables and find ways to make sure you deliver strange to your customers one job at a time. |
8/27/2008 |
| 1 | p81 | Then, for each Performance Driver, you and your leadership team need to build consensus around three sets of questions: | Then, you and your leadership team need to build consensus around three sets of questions: | 8/27/2008 |
| 1 | p82-83 | So when Continental tried imitating the Southwest approach (Continental Lite), the experiment failed quickly. | When Continental tried imitating the Southwest approach (Continental Lite), the experiment failed quickly. | 8/27/2008 |
| 1 | p83 | If you want credibility in your sales force, and they don’t have a yearning to be out there with two wheels and the open road under their feet, making people look when the engine crackles with that Harley roar, then you have impostors that fail to build rapport with real Harley owners. | If you want credibility in your sales force, and they don’t have a yearning to be out there with two wheels and the open road under their feet, making people look when the engine crackles with that patented Harley roar, then you have impostors that fail to build rapport with real Harley owners. | 8/27/2008 |
| 1 | p86 | How do we prove that one job applicant or employee brings us the strange deliverable while another job applicant or employee does not? | How might we prove that one job applicant or employee brings us the strange deliverable while another job applicant or employee does not? | 9/2/2008 |
| 1 | p86 | If Harley cares about the “biker status” of employees, they could measure the number of years each employee (and job seeker) has owned a Harley and then track the workforce average, minimum, and maximum. | If Harley cares about the “biker status” of employees, they could measure the number of years each employee (and job applicant) has owned a Harley and then track the workforce average, minimum, and maximum. | 9/2/2008 |
| 1 | p87 | Yep, job seekers and employees would probably notice these initiatives. | Yep, job applicants and employees would probably notice these initiatives. | 9/2/2008 |
| 1 | p88 | To get the level of specificity that you need to measure the workforce characteristics better than your competitors, you need to dig into what this means, day to day, to actual employees. | To get the level of granularity that you need to measure the workforce characteristics better than your competitors, you need to dig into what this means, day to day, to actual employees. | 9/2/2008 |
| 1 | p93 | This is an executor job in this company because truck drivers bear a very heavy responsibility for, differentiating the company in customers’ eyes, and making the Performance Drivers move. | This is an executor job in this company because truck drivers bear a very heavy responsibility for differentiating the company in customers’ eyes, and making the Performance Drivers move. | 9/2/2008 |
| 1 | p95 | I have found that most of the stuff written in the majority of job descriptions was written prior to the American Cival War and is generic to the point of uselessness. | I have found that most of the stuff written in the majority of job descriptions was written prior to the American Civil War and is generic to the point of uselessness. | 9/2/2008 |
| 1 | p96 | 2 Cable, D. M., Aiman-Smith, L., Mulvey, P. W., & Edwards, J. R. (2000). The sources and accuracy of job applicants’ beliefs about organizational culture. Academy of Management Journal, 43(6), 1076–1085; | 2 Cable, D. M., Aiman-Smith, L., Mulvey, P. W., & Edwards, J. R. (2000). The sources and accuracy of job applicants’ beliefs about organizational culture. Academy of Management Journal, 43(6), 1076–1085; Cable, D. M., & Yu | 9/2/2008 |
| 1 | p97 | Stay away from generic job descriptions and be searching for any, differentiating characteristics that are necessary to affect your Performance Drivers. | Stay away from generic job descriptions and be searching for any differentiating characteristics that are necessary to affect your Performance Drivers. | 9/2/2008 |
| 1 | p98 | A wealth management organization’s strategic goal was to increase profits by serving higher-wealth clients. | As described earlier, a wealth management organization’s strategic goal was to increase profits by serving higher-wealth clients. | 9/2/2008 |
| 1 | p99 | As a leader, you will rise or fall based on your ability to convert your strategy into strange behavioral expectations that affect the way customers think about your organization. Together, the different behaviors across the different jobs should affect your Performance Drivers. | As a leader, you will rise or fall based on your ability to convert your strategy into behavioral expectations that affect the way customers think about your organization. | 9/2/2008 |
| 1 | p100 | As a leader, you will rise or fall based on your ability to convert your strategy into strange behavioral expectations that affect the way customers think about your organization. | As a leader, you will rise or fall based on your ability to convert your strategy into behavioral expectations that affect the way customers think about your organization. | 9/2/2008 |
| 1 | p110 | My goal in the next three chapters is to make your organization do something strange and effective across these five bullets so that your design elements come together in a noticeable way to achieve your Workforce Deliverables. | My goal in the next three chapters is to make your organization do something strange and effective across these five bullets so that your design elements come together in a noticeable way. | 9/2/2008 |
| 1 | p111 | When executives find a low score and lack of understanding on any employee’s part about his role in making Novant great, they schedule a discussion the next day with that employee’s direct manager... |
When executives find a low score and lack of understanding on any employee’s part about his role in making Novant great, executives schedule a discussion the next day with that employee’s direct manager... caused rewrap p112 |
9/2/2008 |
| 1 | p118 | It is strategic, structured, and successful. | It is strategic and structured. | 9/2/2008 |
| 1 | p127 | What is strange enough about your system to make job seekers and new employees think, “Wow, this seems different!” | What is strange enough about your system to make job applicants and new employees think, “Wow, this seems different!” | 9/2/2008 |
| 1 | p127 | Remember, in your caricature, you need to keep the strange stuff focused on what it takes to win. | Remember: in your caricature, you need to keep the strange stuff focused on what it takes to win. | 9/2/2008 |
| 1 | p133 | For example, in one exercise, the 12 applicants are divided into two teams of six and placed at two tables on opposite sides of the room. | For example, in one exercise, the 12 applicants are divided into two teams of six and seated at two tables on opposite sides of the room. | 9/2/2008 |
| 1 | p134 | Do you think that this data on applicants’ communication and teamwork are more valid than, say, asking them in an interview, “Do you communicate well as part of a team in stressful conditions?” | Do you think that these data on applicants’ communication and teamwork are more valid than, say, asking them in an interview, “Do you communicate well as part of a team in stressful conditions?” | 9/2/2008 |
| 1 | p135 | This hiring process turns off many “normal” mechanics, as their undesirable attitudes are exposed during the course of the day and are picked out by the judges. | This hiring process turns off many “normal” mechanics, and their undesirable attitudes are exposed during the course of the day and are picked out by the judges. | 9/2/2008 |
| 1 | p149 | For example, while Lincoln Electric cannot use a piece-rate incentive system for leadership positions, much more of leaders’ pay is contingent on company profitability. That is, an equivalent percentage of leaders’ pay is linked to performance just like the factory workers, but the risk is based on company profitability rather than daily production. | For example, while Lincoln Electric cannot use a piece-rate incentive system for leadership positions, leaders’ pay is contingent on company profitability. That is, an equivalent percentage of leaders’ pay is linked to performance just like production employees, but the risk is based on company profitability rather than daily production. | 9/2/2008 |
| 1 | p157 | It’s another thing altogether to measure a job seeker’s intelligence because you just can’t see or touch intelligence. | It’s another thing altogether to measure a job applicant’s intelligence because you just can’t see or touch intelligence. | 9/2/2008 |
| 1 | p199-202 | Backmatter ads deleted and on p202 the Wharton Ad was placed here. | fixed | 9/2/2008 |