Things to remember

M VES
to make moments matter
Walk in their shoes

Walk in their shoes

Show up

Tailor it

Change the lens

Empathy

Engagement

Adaptability

Perspective

Start by taking off your own shoes.

Four pointers on being present

T hen, think through all the things going

on in the other persons world.

1. Come prepared

Figure out why you are going.

Come readywhether thats with
a point of view, a plan, or simply
your brain.

Ambitions
Workplace
pressures
& politics

Vulnerabilities

2. Actively listen

Spend 90% of your energy

listening with the intent
to understand, rather than
forming a response.

Personal &
family issues

3. Remove distractions

Shut your laptop and put away

your phone. Ask for a minute to
take care of anything thats going
to distract you.

4. Get your head in

the game

PROJECT
NEEDS

ORG
CULTURE

True fit can be achieved only when you

adapt to the style of a particular person,
the needs of the project, and the culture
of the organization.
PERSONAL
STYLE

Examples of things to tailor

Random acts of presence

Open-ended,
free-flowing

Passions

Assumptions
& expectations

Check in when theres no

reason to check in.

Suspend self-interest
Own it
Up their game

1. Look through someone elses eyes

Fears

Change the lens

Say what no one else will

Every single project is different.

Every single organization has a distinct
culture. And of course, every single
person is different.

Working
style

Take the conversation to the

coffee shop.

Skills &
strengths

Ditch your devices.

Opt for video instead of just voice.

Consider the implications of what you now

know when choosing what to do next.

STEP 1:
PICK UP
PHONE

STEP 2:
TURN IT
OVER

STEP 3:
SET IT DOWN
QUIETLY

Make time for spontaneous 1:1s.

Lean in to the conversation.

Something that gets

in the way of work
Good enough,
on time

Delegate

CONVERSATIONS

Moments we create
For example

Moments we respond to
For example

It can be easy to get attached to a particular vantage point. People see

their part but often lose sight of the whole. Zoom out and consider a
larger field of vision.

+ When we deliver a surprising

or useful insight.

+ When someone needs our

help ASAP.

+ When we take a tough stand.

3. The flip side

+ When we prepare for a

transition.

+ When theres a difference

of opinion.

2. The big picture

MEETINGS

DEADLINES

MANAGEMENT

4. The view from the future

Structured, stick to
the agenda
How work
gets done

Great, but late

Direct

2. Making moments matter starts with recognizing

the moments all around us, both big and small.

Competitor, customer, leadership, shareholder, colleague.

There are multiple sides to every situation. Think opposite: Ask, What
would happen if we were to flip the current state of things around?

Tailor it

Work it together

Six lenses to consider

Whether its a quick walk or a few

slow breaths, figure out what helps
you focus, then make it a habit.

Show up

Bring a point of view

Customized experiences

1. T
 heres a science and art to the work we do.
Its not just what we do, but how we do it,
that makes the difference.

One way to break out of the paralysis of the here-and-now is to fastforward to a future state.

5. The analogous angle

Often, inspiration comes from applying the lessons of one context
to another (e.g., What could an HMO learn from a retailer?).

6. The unexpected answer

When youre trying to choose between options A, B, and C, it can be
easy to forget that options X, Y, and Z even exist. Think about options
or approaches that surprise and delight.

+ When we help someone reach

a new level.
+ When we go way above
and beyond.

+ When someone is spinning

or stuck.
+ When theres a crisis.
+ When were asked for advice.

3. Making the right Moves elevates an ordinary

moment to a moment that matters.
4. M
 aking moments matter yourself is great.
Enabling your team to do so is even better.
The more people you teach, the more they teach.
Its contagious (in a good way).

Bring a point of view

Work it together

Suspend self-interest

Own it

Say what no one else will

Up their game

Conviction

Collaboration

Selflessness

Accountability

Candor

Improvement

How to present a point of view

Be prepared to
declare
Ask yourself:

Do your homework
Ask yourself:

+ Would saying something now do

any harm?

+D
 o I know enough to provide useful
insight, even if I dont have every
detail figured out?

+ Would not saying something now

do any harm?

+ Have I thought about what theyre

likely to ask?

Anticipate their needs Convey confidence

Ask yourself:

Ask yourself:

+ Is the near term what matters most

right now?

+W
 hat assumptions did I make
in reaching this perspective?

+A
 re they in a position to talk about
the future?

+W
 hat options did I rule out,
and why?

When to

When not to

Four steps to suspending self-interest

How to own it

+ You need extra brainpower.

+ A deadline is looming.

1. Step back

Own the problem

+ Youre trying to help someone

develop.
+ Youre facing resistance and you
need to create a sense of ownership.
+ You need to challenge assumptions.
+ Its critical to get alignment on
priorities and expectations.

+ Someone needs to own the pen

(authorship by committee rarely
produces great results).
+ Someone just wants your advice.
+ Something is not open for debate
(explain why).
+ Its important to maintain strict
objectivity.

How to work it

Ask yourself:
+ What is the other person trying to
achieve? What does that persons
version of success look like?
+ If Deloitte had NO stake in the
outcome, what would I advise?
+ What do I have to let go of in order
to present this advice?

+ Is there any short-term pain involved?

How bad is it?

When appropriate, apologize. Often, its as

simple as that.

+ Do the long-term benefits trump

short-term concerns?

+ Who is going to be impacted?

+ What is the nature of this
relationship?
+ Is this one-sided?
+ Am I fixing one problem
but creating another?
Get it out
Lay all the facts and
assumptions on the
table. Define your goals.

Draw it out
Try, Heres how Im
thinking about it.
What do you think?
Brainstorm.

Map it out
Translate initial rough
thinking into action.

99%

REMEMBER THE 99% = 0% RULE:

ACCOUNTABILITY ONLY COUNTS
WHEN ITS 100%

Three ways to up their game

Do your homework

Brace yourself

1. Open eyes

Like fortune, truth-telling favors

the well-prepared. Take the
time to gather information that
supports your position. Base what
you say on facts, not emotions.

Saying what no one else

will can have consequences;
it can upset people. Be ready
to hang in and deal with it.
Stay focused on the long term.

When people are unaware they have a

strength that can be built upon, or are
lacking an asset that will be critical to
future success

BUILDING
THE COURAGE
TO CALL IT OUT

Own the solution

Especially when its unclear who should own
an issue or a task, the person who steps up is
often the one who stands out. In a good way.

4. Is this the right thing

to do?
Ultimately, there is no formula that
tells you what to do. If, after weighing
all the factors, youre still in doubt,
trust your gutit exists for a reason
beyond digestion.

Brace your audience

Own the message

If people are used to ignoring

elephants, it can catch them offguard if someone suddenly begins
calling them out. Before you say
what no one else will, let people
know youre about to do just that.

Even when its not entirely your idea, your

recommendation, or your fault, owning the
outcome starts with owning the message.

Openers

Jump on opportunities to own the solution

before a problem has the chance to develop.

Ask yourself:

WARNING WHEN NOT TO BRING A POINT OF VIEW

DEMONSTRATION OF USE
OF MEGAPHONE AS EAR HORN

Ask yourself:

Taking accountability is not a sign of weakness.

Its actually a show of confidence, strength,
and commitment to make things right.

2. Weigh all the factors

+W
 hat else might I have failed
to consider?

Sometimes the best way to tell is to

ask, and the best way to get your point
across is to stop talking and just listen.

3. T
 hink about the
long term

How to say it

OWN THE UNCLAIMED

ISSUES AND TASKS

MASTERING
THE ART
OF HOW TO
CALL IT OUT

2. Open minds
When theyre facing an opportunity
but dont see it, or theyre asking for
guidance
What would it feel like to be
on the receiving end of your
message? Carefully choose
your tone, body language,
delivery method, framing,
and timing.

WARNING SIGNS YOU MAY NEED TO OWN IT

No one else will.
Someone else tells you to. Well OKthen.

focus on the big picture

and on whats possible.

Deliver with sensitivity

+ Is there a reason why no one ever talks about ?

+ May I play devils advocate?
+ Maybe its just me, but have we lost sight of the big picture?

Youre tempted to make excuses or place blame.

focus on helping them see

key growth opportunities
that will have the greatest
immediate impact.

WARNING
This is not a license to blurt out whatever comes to your mind. Saying what no
one else will in a way that is sincere, thoughtful, and constructive is a practiced
art. When poorly executed, brutal honesty can be, well, brutal.

3. Open doors
When theyre asking for a challenge
or they have an ability that isnt being
fully utilized

Rules of the game

focus on providing what they

need to make the next step.