norm bezane

Sample Speech

Mike Friduss Vice President Customer Service and Technical Information Leadership Conference

THE NEW DAWN: ACTIONS SPEAK LOUDER THAN WORDS

THE GREAT STATESMAN BENJAMIN DISRAELI SAID THAT "THE DARKEST HOUR PRECEDES THE DAWN. THE GOOD NEWS IS THAT OUR DARKEST HOUR IS NOT REALLY THAT DARK AND WE HAVE MUCH TO LOOK FORWARD TO.

YET, THE FIRST STREAKS OF LIGHT PRECEDE THE INEVITABLE NEW DAWN. WE ASPIRE NOT TO ANOTHER CLOUDY DAY, BUT TO BASK IN THE BRIGHT, WARM SUNSHINE OF A NEW DAY..IF, THAT IS, THE PEOPLE IN THIS ROOM RISE TO THE OCCASION AND HELP BRING CSIT, AND WITH IT ASI, THE AOCS AND AMERITECH INTO FULL AND GLORIOUS SUNSHINE.

WHERE DO WE BEGIN? WHAT SHOULD WE DO? HOW DO WE DO IT? AND WHERE DO WE GO FROM HERE?

TOUGH QUESTIONS. THE ANSWERS WE NEED TO CONTINUE TO WORK OUT TOGETHER.

THE LAST DAY AND A HALF, WE'VE LEARNED A LOT ABOUT HOW TO APPROACH CHANGE. MOST OF US NEED ALL THE HELP WE CAN GET. LET'S HOPE WE CAN APPLY SOME OF THE LESSONS.

SO, WHEN WE GO BACK TO OUR OFFICES AND TECH CENTERS, WHERE DO WE BEGIN? THE FUNDAMENTAL PROBLEMS WE FACE CRY OUT FOR LEADERSHIP... LEADERSHIP FROM THE TOP, LEADERSHIP FROM EVERYONE IN THIS ROOM.

AS LEADERS, WE MUST ACKNOWLEDGE AND PRACTICE ONE GREAT FUNDAMENTAL TRUTH--LEADERS LEAD BEST WHEN THEY RESPECT PEOPLE. "WE'VE GOT TO TAKE OUT THE BOSS ELEMENT," SAYS CEO JACK WELCH OF GENERAL ELECTRIC."WE'RE GOING TO WIN ON OUR IDEAS, NOT BY WHIPS AND CHAINS."

ED CZAPOR, A GENERAL MOTORS EXECUTIVE, SAID "LEADERS ARE PEOPLE WITH VALUES. THEY SET HIGH STANDARDS FOR THEMSELVES AND THEY LIVE UP TO THOSE VALUES. THEY RESPECT AND TRUST THE PEOPLE THEY WORK WITH. THEY DISCUSS AND SUGGEST RATHER THAN DIRECT."

MIKE FRIDUSS SAYS: THE DRIVING FORCE BEHIND EVERY SUCCESSFUL ORGANIZATION IS MOTIVATED, ENTHUSIASTIC PEOPLE...PEOPLE WITH SHARED VALUES WHOSE MORALE IS HIGH.

WITH OUR FOCUS ON CUSTOMERS, OUR STRESS ON SHAREHOLDER VALUE, WE HAVE SOMEHOW FORGOTTEN THAT EVERY SATISFIED CUSTOMER, EVERY DOLLAR OF PROFIT GOT THERE THROUGH PEOPLE. HENCEFORTH, IN THIS ORGANIZATION, FOUR LEADERSHIP PRINCIPLES DEFINED BY OUR MORALE TASK FORCE WILL GOVERN EVERY DECISION WE MAKE:

• ONE--SENIOR MANAGEMENT MUST ASSUME RESPONSIBILITY FOR EMPLOYEE MORALE.

• TWO--EMPLOYEE NEEDS MUST BE BALANCED WITH CUSTOMER AND SHAREHOLDER EXPECTATIONS BY RECOGNIZING THE CRITICAL LINKAGE BETWEEN THEM.

• THREE--EMPLOYEES MUST BE VIEWED AS ASSETS, NOT EXPENSES. EVERYTHING WE DO MUST PASS THE TEST OF RESPECT FOR PEOPLE.

• FOUR-- LEADERS MUST RECOGNIZE THAT HUMAN BEINGS THRIVE AS UNIQUE INDIVIDUALS YET CAN WORK TOGETHER AS A TEAM, CAN BE DRIVEN BY MARKET FIERCENESS AND URGENCY, YET FIND JOY IN THE CHALLENGE.

IS EVERYBODY HAVING FUN?

NO ONE WOULD EVEN DREAM OF ASKING THAT RHETORICAL QUESTION TODAY AT ASI. I KNOW YOU'RE NOT HAVING FUN AS INDIVIDUALS, AND FRANKLY, I AM NOT HAVING FUN EITHER.

FOR TALENTED, ENERGETIC PEOPLE, THE STIMULATION OF NEW CHALLENGES, THE INSPIRATION OF CREATIVE IDEAS, THE SELF SATISFACTION OF SOLVING PROBLEMS CAN BE EXHILARATING. THE ABILITY TO SEE THE HUMOR IN OUR EVERYDAY ENCOUNTERS AND MISHAPS NOT ONLY CAN BE FUN--IT CAN BE THERAPEUTIC. AND I COULDN'T BE MORE SERIOUS!

WHO WANTS TO COME TO WORK AND NOT ENJOY IT? WHO WANTS TO WAKE UP EVERY MORNING AND THINK, "OH, I'M GOING TO HAVE TO GO INTO THE DAMN SALT MINE." THE ONLY MINE WE WANT AMERITECH TO BE IS A GOLD MINE--NOT LITERALLY, BUT FIGURATIVELY.

AS MANAGERS, NO ACTION WE TAKE IS AS IMPORTANT ON A DAILY BASIS AS NURTURING AND MAINTAINING THE MORALE OF OUR PEOPLE. THIS GOES FOR ME, AND IT GOES FOR YOU.

OUR ABILITY TO PUT THESE PRINCIPLES INTO PRACTICE IS THE FOUNDATION FOR ALL FUTURE SUCCESS AND THE OPPORTUNITY TO PUT A PERMANENT END TO EMPLOYEE MORALE AS AN AS AN ISSUE THAT DIVERTS OUR ATTENTION AND SAPS OUR STRENGTH.

NEXT, LET'S TAKE UP WHAT WE SHOULD WE DO? AS IT HAS FIVE FUNDAMENTAL GOALS. I CAN'T EMPHASIZE TOO STRONGLY...AND I'LL SAY IT AGAIN...OUR OVERRIDING VALUE IS RESPECT FOR PEOPLE. THIS VALUE SHAPES HOW WE PURSUE EVERY GOAL.

OUR FIRST GOAL AS AN ORGANIZATION IS TO SERVE OUR PRIME CUSTOMER--THE AOCS--BY MAKING AOC OBJECTIVES OUR OBJECTIVES. FRANKLY, THE RELATIONSHIP BETWEEN ASI AND THE OPERATING COMPANIES IS ABYSMAL.

WE MUST PURSUE THIS GOAL WITH ALL THE ENERGY WE CAN MUSTER. WE MUST NEVER FORGET THAT OUR PRIMARY ROLE IS TO MAKE THE AOCS LOOK GOOD. IF THE AOC'S DON'T MAKE THEIR OBJECTIVE, WE'RE NOT MEETING OURS.

IN THE PAST, THE OBJECTIVES OF ASI AND THE AOC'S HAVE BEEN DIFFERENT. THEY MUST BE THE SAME AND WE MUST LOOK AT HOW TO MAKE THEM THE SAME. EVERYONE MUST BEGIN PULLING THE OARS IN THE SAME DIRECTION TO ADDRESS SERVICE, QUALITY, AND COST.

OUR CUSTOMER FOCUS MUST BE THE OPERATING COMPANIES. WE NEED TO OPEN UP COMMUNICATIONS WITH THEM. AND WE NEED TO ENGAGE IN CONTINUING DIALOGUE TO FRANKLY DISCUSS MORALE PROBLEMS THAT ARE HANDICAPPING OUR ABILITY TO SERVE THEM.

OUR SECOND GOAL IS TO IMPROVE MORALE BY RECOGNIZING THERE IS A PROBLEM...BY HAVING THE COURAGE TO TACKLE THE PROBLEM HEAD ON...TO DISCUSS IT CANDIDLY AND OPENLY, AND TO IDENTIFY THE THINGS WE NEED TO IMPROVE. WE HAVE ALREADY TAKEN THE DIFFICULT FIRST STEPS.

AT LAST, PEOPLE ARE TALKING ABOUT THE PROBLEM. ALMOST EVERY DAY, I GET AN E MAIL OR A HAND WRITTEN NOTE ON MORALE ISSUES. I USED TO GET NONE. WHAT WE'VE DONE IS CREATE AN OPPORTUNITY FOR CATHARSIS.

UNLESS WE IMPROVE MORALE, IT WILL BE EXTREMELY DIFFICULT TO IMPROVE ANYTHING ELSE. THE THIRD GOAL IS TO CONTINUE TO MARCH DOWN THE ROAD OF QUALITY IMPROVEMENT. WE'VE MADE A GOOD START. BUT WE MUST TAKE SPECIAL CARE TO AVOID ALLOWING QUALITY TO TAKE A BACK SEAT TO OTHER PRIORITIES.

THIRD, WE MUST CONSTANTLY BE AWARE OF QUALITY AND CONTINUE OUR DRIVE TO IMPROVE RELIABILITY AND REDUCE CYCLE TIMES. OUR FOURTH GOAL IS TO CLOSE THE SERVICE GAP.

WHAT DOES THE MARKET DEMAND IN TERMS OF QUALITY, LOW UNIT COST, AND CUSTOMER SERVICE? WHAT IS THE ULTIMATE LEVEL OF EXCELLENCE THAT MUST BE ACHIEVED?

WE NEED TO IDENTIFY THE LEVEL OF EXCELLENCE THAT MUST THE ACHIEVED. WE NEED TO IDENTIFY THIS LEVEL OF EXCELLENCE AND TAKE STEPS TO CLOSE THE GAP BETWEEN REQUIREMENTS AND PERFORMANCE.

OUR FOURTH AND FINAL GOAL IS STANDARDIZATION--TO IDENTIFY BEST PRACTICE AND TAKE THE STEPS TO IMPLEMENT IT AMERITECH WIDE.

WE MUST LOOK CAREFULLY AT THE AOCS TO SEE WHICH ONE IS FOLLOWING THE BEST PRACTICE IN MATTERS RANGING FROM THE TECHNICAL TO HOW WE COMMUNICATE WITH OUR PEOPLE AND HOW WE PROMOTE BETTER PERFORMANCE. AND WE DON'T NECESSARILY HAVE TO TURN THE COUNTRY UPSIDE DOWN TO FIND THE BEST ANSWERS ELSEWHERE IN CORPORATE AMERICA.

WE MAY IN FACT FIND THAT OUR OWN AOCS ARE IMPLEMENTING LEADING EDGE PROGRAMS THAT WE COULD ADOPT AND STANDARDIZE FOR THE USE OF ALL. WE NEED TO END, ONCE AND FOR ALL, THE NOTION THAT IF IT WASN'T INVENTED HERE, IT IS NOT A GOOD IDEA.

HOW DO WE DO IT? HOW DO WE REACH THESE GOALS? THERE ARE MANY STEPS WE CAN CONTINUE TO TAKE TO IMPROVE QUALITY, TO SERVE THE AOC'S, AND TO HELP BRING OUR PEOPLE TO A STATE OF READINESS TO MEET CHALLENGES AND GET RESULTS. TODAY, I WANT TO TOUCH ON FOUR THINGS THAT ARE KEY TO OUR ABILITY TO SERVE OUR CLIENT CUSTOMERS WELL TO GAIN THEIR RESPECT.

FIRST, IT IS ABSOLUTELY ESSENTIAL THAT WE RE-ACQUIRE AND CULTIVATE OUR ABILITY TO LISTEN...TO LISTEN TO THE AOCS AND LISTEN TO OUR EMPLOYEES. WE MUST LISTEN FOR IDEAS AND FOR CONCERNS.

IN FACT, WE NEED TO DO MORE THAN LISTEN. THROUGH WORD AND DEED. BY GATHERING INFORMATION, WE MUST COME TO UNDERSTAND WHAT OUR EMPLOYEES AND CLIENTS THINK AND HOW THEY WILL REACT TO OUR ACTIONS AND PLANS.

SECOND, WE MUST EMPHASIZE AND PRACTICE THOROUGH, CONTINUING OPEN COMMUNICATION. THE FAILURE TO COMMUNICATE IDEAS, CONCERNS, PROBLEMS AND...YES, ACCOMPLISHMENTS...LEADS TO STAGNATION, LOW PERFORMANCE, AND LOW MORALE.

THIRD, EACH OF US AS LEADERS MUST CREATE AN ATMOSPHERE AND THE MECHANISMS THAT PROVIDE FOR OPEN, HONEST, COMPLETE AND TIMELY COMMUNICATION. WE MUST PLACE THE HIGHEST VALUE ON THOSE WILLING TO SPEAK THEIR MINDS TO SERVE NOT THEIR OWN INTEREST BUT THIS ORGANIZATIONS INTEREST, THIS COMPANY'S INTEREST.

WE MUST COMMUNICATE WITH OURSELVES AND WITH OUR CLIENT AOCS AS WELL. WE DO A LOT FOR AOCS BUT THEY DON'T ALWAYS KNOW ABOUT IT. WHY? QUITE SIMPLY, WE HAVEN'T TAKEN THE TIME TO TELL THEM. COMMUNICATIONS IS A TWO-WAY STREET. THE AOCS NEED TO DO A BETTER JOB COMMUNICATING WITH US AS WELL.

WE NEED TO OPEN UP A DIALOGUE WITH THEM ON HOW WE CAN BOTH IMPROVE. 10 COMMITMENT TO OPEN COMMUNICATIONS IS THE RESPONSIBILITY OF EVERYONE, INCLUDING ME. I RECENTLY OPENED A TIGON VOICE MAIL SETUP TO GIVE EVERYONE, INCLUDING SENIOR MANAGERS, THE OPPORTUNITY TO COMMUNICATE WITH ME DIRECTLY ON AREAS OF CONCERN OR OPPORTUNITIES FOR IMPROVEMENT.

I LISTEN TO THIS VOICE MAIL PERSONALLY AND REPLY DIRECTLY WITH A PERSONAL RESPONSE. AND AT THE RISK OF SOUNDING LIKE JERRY BROWN, THE NUMBER TO CALL WITH A QUESTION OR COMMENT IS 708 000 000.

FOURTH, WE MUST DEFINE MUCH BETTER HOW WE RELATE TO ONE ANOTHER. WE MUST RECOGNIZE AND SHARE THE SAME VALUES. THERE ARE MANY THINGS THAT WE AS LEADERS MUST DO TO BE EFFECTIVE. I'VE JOTTED DOWN A FEW OF THEM...NOT A DEFINITIVE LIST, BUT A START. IF WE ARE TO BE EFFECTIVE LEADERS, WE MUST:

• ACT LIKE LEADERS INSTEAD OF STANDING AROUND WAITING FOR SOMEONE TO TELL US WHAT TO DO
• MAKE DECISIONS ON THE BASIS OF CLEAR OBJECTIVES.
• MAKE DECISIONS, BELIEVE IT OR NOT, AND NOT ESCALATE THEM UP THE LADDER WHEN A DECISION IS PROPER FOR US TO MAKE. O STOP PASSING THE BUCK.
• AVOID OFFICE POLITICS AND PUT THE INTERESTS OF THE COMPANY ABOVE OUR OWN PERSONAL AMBITION.
• LISTEN TO GOOD IDEAS WHEREVER THEY COME FROM. 11 O CUT AWAY WHAT I CALL BUREAUCRATIC GOBBLEDYGOOK· STOP COPYING THE WORLD ON MEMOS.
• ELIMINATE UNNECESSARY MEETINGS, REPORTS, APPROVALS AND TASKS·
• REALIZE THAT MEETINGS ARE NOT AN END IN THEMSELVES BUT ARE ACTUALLY HELD TO GET THINGS DONE. LEADERS: O HAVE HIGH ASPIRATIONS.
• OPERATE OPENLY AND HONESTLY.
• EXPEDITE PROJECTS AND GET THINGS DONE.
• TAKE CALCULATED RISKS AND ARE NOT AFRAID TO MAKE MISTAKES·
• DISDAIN EXCUSES AND IDENTIFY THE ROOT CAUSES OF FAILURE.
• NEVER ACCEPT OR BELIEVE THAT THE STATUS QUO WILL PREVAIL· O LEAVE COMPLACENCY TO OUR COMPETITORS WHERE IT BELONGS·
• AND FINALLY, DESPITE FEAR OF CONTRADICTION, DON'T TAKE THINGS SO SERIOUSLY· FOURTH, AND MOST IMPORTANT, WE MUST DEVELOP A SENSE OF URGENCY TO ACT. YES, WE ARE BEING PAID TO THINK· YES, WE ARE BEING PAID TO STUDY AND CONSIDER·BUT WHAT WE, AS LEADERS, ARE REALLY BEING TO ME, THAT IS PLAY ACTING.

WE ARE BEING PAID TO BE PROACTIVE...TO MAKE DECISIONS...TO GET THINGS DONE. WE MUST STEP UP TO BAT AND BE AGGRESSIVE AND NOT SIT BACK AND WAIT FOR THE BALLS AND STRIKES TO PASS BY IN HOPES OF GETTING A WALK.

WE'RE HERE TO BAT, TO GO FOR THOSE SINGLES, DOUBLES, TRIPLES AND HOME RUNS. WE WANT A REASONED TIME AT BAT. WE DON'T WANT TO GO UP THERE WITH OUR EYES CLOSED. AND WE DON'T WANT TO GO UP WITH A TOOTHPICK IN PLACE OF HEAVY LUMBER.

IF WE TAKE A REASONED RISK TO SWING AT A GOOD PITCH WE MAY STRIKE OUT, BUT WE'LL BE BACK TO BAT AGAIN. FOR TOO LONG, MANY OF US HAVE KEPT THE BAT ON OUR SHOULDER...STUDYING AND RESTUDYING, PUTTING OUR IDEAS IN THICK BINDERS, BELIEVING OUR JOB WAS DONE.

OUR JOB IS NOT DONE UNTIL WE ACT. OUR ORIENTATION MUST BE TO IDENTIFY THE PROBLEM, FIND A SOLUTION, AND ACT.

RIGHT NOW, IF YOUR MIND IS WANDERING, IF YOU'RE SLOUCHED IN YOUR SEAT, NOW IS THE TIME TO SIT UP AND TAKE NOTICE.

HENCEFORTH, IN ACTIONS SPEAK LOUDER THAN WORDS.

SOME PEOPLE THINK THAT BECAUSE OF BREAKTHROUGH LEADERSHIP, WE SHOULD SLOW DOWN. NOTHING COULD BE FURTHER FROM THE TRUTH. IN THIS COMPETITIVE ENVIRONMENT, WITH THESE PROBLEMS, WE CAN'T AFFORD TO SLOW DOWN. SO, WHERE DO WE GO FROM HERE?

MEETING EACH OF THE GOALS I'VE OUTLINED, REDEFINING HOW WE RELATE TO ONE ANOTHER, REPRESENTS REAL CHALLENGE--PERHAPS THE BIGGEST CHALLENGE WE'VE FACED IN OUR CORPORATE CAREERS.

AS WE MAKE CRITICAL INVESTMENTS TO IMPROVE OUR PROCESSES AND SYSTEMS, WE MUST MEET OUR FINANCIAL COMMITMENTS AT THE SAME TIME. AMERITECH'S GOAL FOR 1993 IS TO ACHIEVE A NET INCOME LEVEL SIX PERCENT HIGHER THAN 1992.

AS WE ALLOCATE OUR RESOURCES, WE MUST PERFORM A DELICATE BALANCING ACT, INVESTING IN THE FUTURE, ADDRESSING OUR PROBLEMS AND OPPORTUNITIES, PICKING AND CHOOSING TO APPLY LIMITED RESOURCES TO THE TASKS THAT REALLY COUNT.

WHILE WE FOCUS ON CURRENT NEEDS AS WE SEE THEM, WE CAN'T LOSE TRACK OF THE FACT THAT WE ARE MANAGING BUSINESSES IN THE MIDST OF EVER-ACCELERATING CHANGE. THE CHANGES WE FACE MAY, IN FACT, BE ..... FUNDAMENTAL.

BREAKTHROUGH LEADERSHIP HAS INITIATED THE INEVITABLE PROCESS OF CONSOLIDATION. WE CAN NO LONGER BE REGULATORY DRIVEN. THE ISSUE IS COMPETITIVENESS, MARKET SHARE, AND CUSTOMERS, NOT REGULATORS.

WE ARE ORGANIZED GEOGRAPHICALLY FOR NO MARKET PLACE REASON. WE CAN NO LONGER COMPETE EFFECTIVELY BY MOVING DOWN FIVE SEPARATE TRAIN TRACKS TO REACH THE SAME STATION. WE MUST MOVE ON ONE. BREAKTHROUGH LEADERSHIP REPRESENTS CHANGE FOR THE BETTER.

WHAT WE REALLY SHOULD BE FEARFUL OF IS NOT CHANGING AT ALL. ASIT IS A AN ORGANIZATION WITH TREMENDOUS POTENTIAL. WE'VE GOT THE TALENT, WE'VE GOT THE EXPERIENCE, AND WE'VE GOT THE EXPERTISE. WE CAN DO GREAT THINGS NOT JUST FOR OURSELVES BUT FOR THE ENTIRE BELL GROUP.

FOR AMERITECH. WE BEGAN THIS CONFERENCE TRYING TO FIND OUR WAY OUT OF THE FOG TO RECAPTURE THE TRUST OF OUR PEOPLE. WE MUST GRASP THE REINS OF LEADERSHIP. I MUST GAIN YOUR TRUST JUST AS YOU MUST GAIN MINE..JUST AS YOU MUST GAIN THE TRUST OF YOUR OWN PEOPLE.

I'M FIRMLY CONVINCED THAT WE CAN DO THIS IF ONLY WE ARE WILLING TO OPEN UP OUR MINDS TO THE IDEAS I HAVE OUTLINED HERE.

WE MUST TAKE CHARGE OF EMPLOYEE MORALE, VALUE OUR PEOPLE, BRING THEM TOGETHER AS A TEAM, AND FIND JOY IN THE CHALLENGE.

WE MUST LISTEN.

WE MUST PRACTICE OPEN COMMUNICATIONS.

WE MUST ACT LIKE LEADERS BY RELATING TO ONE ANOTHER BETTER.

ABOVE ALL, WE MUST DEDICATE OURSELVES TO THE URGENCY OF ACTION. WE MUST EMBRACE THE CONCEPT THAT ACTION SPEAKS LOUDER THAN WORDS.

EACH OF US MUST MAKE A COMMITMENT TO DO ALL THAT WE CAN TO BECOME PART OF THE SOLUTION, NOT PART OF THE PROBLEM. LET'S PROVE ONCE AND FOR ALL THAT THE PEOPLE OF AISI CAN MAKE A DIFFERENCE!