1. Tom Peters’ Leading As If People Mattered: The Leadership50 ETA Strategic Leadership and Networking Forum Charleston/09.29.2005

2. Slides at … tompeters.com

3. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz

4. “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army

5. The Leadership 50

6. I. The Basic Premise.

7. 1. Leadership Is a … Mutual Discovery Process.

8. “ Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – Peter Drucker

9. Quests!

10. Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.” “The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”

11. Yes!!!!!!!!!!!!!!!!! “free to do his or her absolute best” … “allow its members to discover their greatness.”

12. 2. Leaders DECENTRALIZE!

13. 2. Leaders DE- CENT- RAL-IZE!

14. II. The Leadership Types.

15. 3. Great Leaders Declaiming on the Vision from the Mountaintop Are Important – but Great Talent Developers (Type I Leadership) are the Bedrock of Organizations that Perform Over the Long Haul.

16. “Leaders ‘do’ people. Period.” —Anon.

17. Les Wexner: From sweaters to people!

18. 4. But Then Again, There Are Times When This “Visionary Stuff” (Type II Leadership) Actually Works!

19. “A leader is a dealer in hope.” Napoleon

20. 5. Find & embrace the “Businesspeople”! (Type III Leadership)

21. I.P.M. (Inspired Profit Mechanic)

22. 6. All Organizations Need the Golden Leadership Triangle.

23. The Golden Leadership Triangle: (1) Talent Fanatic-Mentor … (2) Creator-Visionary … (3) Inspired Profit Mechanic.

24. 7. Leadership Mantra #1: IT ALL DEPENDS!

25. III. The Leadership Dance.

26. 8. Leaders … SHOW UP!

27. MBWA

28. 9. Leaders … LOVE the MESS!

29. “ I’m not comfortable unless I’m uncomfortable.” — Jay Chiat

30. 10. Leaders DO!

31. “We have a ‘strategic’ plan. It’s called doing things.” — Herb Kelleher

32. 11. Leaders Re -do.

33. “If it works, it’s obsolete.” —Marshall McLuhan

34. 12. BUT … Leaders Know When to Wait.

35. Tex Schramm: The “too hard” box!

36. 13. Leaders Are … Optimists.

37. Hackneyed but none the less true: LEADERS SEE CUPS AS “HALF FULL.”

38. 14. BUT … Leaders Have to Deliver, So They Worry About “Throwing the Baby Out with the Bathwater.”

39. “Damned If You Do, Damned If You Don’t, Just Plain Damned.” Subtitle in the chapter, “Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,” Liberation Management (1992)

40. 15. Leaders FOCUS!

41. “To Don’t ” List

42. 16. Leaders … Set CLEAR DESIGN SPECS.

43. “Really Important Stuff”: Roger’s Rule of Three!

44. IV. If It’s Not Broken … Break It!

45. 17. Leaders … FORGET!/ Leaders … DESTROY!

46. Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” Dee Hock

47. 18. Leaders Do Not … Mindlessly Bulk Up.

48. “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: Buy a very large one and just wait.” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

49. “Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.” —Jim Collins/Time/11.29.04

50. 19. Leaders Make [Lotsa] Mistakes – and MAKE NO BONES ABOUT IT!

51. Sam’s Secret #1!

52. 20. Leaders Make/Tolerate/Encourage … BIG MISTAKES!

53. “Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec (and Jack)

54. V. Create.

55. 21. Leaders Put INNOVATION First!

56. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete. Only the constant pursuit of innovation can ensure long-term success.” —Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)

57. 22. Leaders Love the Top Line!

58. C R O* *Chief Revenue Officer

59. 23. Leaders Are Not COPYCATS.

60. “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03

61. “This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman- Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/02.2003

62. 24. Leaders Relentlessly Pursue DRAMATIC DIFFERENCE!

63. “Get better” vs “Get different”

64. 25. Leaders Bet the Farm on the New Technology!

65. We all live in Dell-Wal*Mart- eBay-Google World!

66. Power Tools for Power Solutions/ Strategies! —TP

67. “Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

68. 26. Leaders … Make Their Mark / Leaders … Do Stuff That Matters

69. “Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller

70. VI. Value Added

71. 27. Leaders Push Their Organizations W-a-y Up the Value-added/ Intellectual Capital Chain

72. And the “M” Stands for … ? Gerstner’s IBM: “Systems Integrator of choice.” (BW) IBM Global Services: $55B

73. 28. Leaders Turn Every “Department” into an Innovation leader/ Value- adding “PSF”!* *Professional Service Firm

74. “ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance— disintermediation is just another way of saying that you’ve become irrelevant to your customers.” —John Battelle/Point/Advertising Age/07.05

75. Answer: PSF! [Professional Service Firm] Department Head to … Managing Partner, HR [IS, R&D,etc.] Inc.

76. 29. Leaders Know that the Value-added Revolution” rests upon: Emphasizing Experienceses!

77. Offer Scintillating … Experiences!

78. Sales per Square Foot/Grocery Albertson’s: $384 Wal*Mart: $415 Whole Foods: $798

79. One company’s answer: C X O* *Chief e X perience Officer

80. Understand that the BEDROCK is … Gasp-worthy Design!

81. “We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation.” Steve Jobs

82. 30. Leaders Pursue the “Big Two” NEW MARKET OPPORTUNITIES

83. Women !

84. ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (90%) All consumer purchases … 83% Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80%

85. Thanks, Marti Barletta !

86. The Perfect Answer Jill and Jack buy slacks in black…

88. 1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Women’s Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.

89. Good Thinking, Guys! “Kodak Sharpens Digital Focus On Its Best Customers: Women” —Page 1 Headline/WSJ/0705

90. Boomers- Geezers

91. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

92. 44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

93. “The New Customer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies.” —David Wolfe & Robert Snyder, Ageless Marketing

94. VII. Talent.

95. 31. When It Comes to TALENT … Leaders Always Go Berserk!

96. Brand = Talent.

97. “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia- Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years.” Ed Michaels, War for Talent

98. Did We Say “Talent Matters”? “The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but 10,000X.” —Nathan Myhrvold, former Chief Scientist, Microsoft

99. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

100. “HR doesn’t tend to hire a lot of independent thinkers or people who stand up as moral compasses.” —Garold Markle, Shell Offshore HR Exec (FC/08.05)

101. DD $21 M

102. 32. Leaders Know …WOMEN RULE.* *Duh.

103. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, Business Week

104. ???????? 8/500

105. 33. Leaders Hire WEIRD

106. Employees: “Are there enough weird people in the lab these days?” V. Chmn., pharmaceutical house, to a lab director

107. Why Do I love Freaks? (1) Because when Anything Interesting happens … it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.) (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically make us- who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) (5) Freaks are the only (ONLY) ones who succeed—as in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most of us—and our organizations—are in ruts. Make that chasms.)

108. 34. Leaders Strongly Urge All Employees Follow the “BRAND YOU” ADVENTURE

109. “If there is nothing very special about your work, no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.” Michael Goldhaber, Wired

110. Distinct … or … Extinct

111. VIII. Passion.

112. 35. Leaders … “Sell” PASSION!

113. G.H.: “Create a ‘cause,’ not a ‘business.’ ”

114. 36. Leaders Know: ENTHUSIASM BEGETS ENTHUSIASM! ENERGY BEGETS ENERGY!

115. BZ: “I am a … Dispenser of Enthusiasm!”

116. “Most important, he has upped the excitement level at Motorola.” —Fortune on Ed Zander/08.05

117. 37. Leaders Focus on the SOFT STUFF!

118. “Hard” Is “Soft” “Soft” Is “Hard” —In Search of Excellence

119. IX. The “Job” of Leading.

120. 38. Leaders Know It’s ALL SALES ALL THE TIME.

121. TP: If you don’t LOVE SALES … find another life. (Don’t pretend you’re a “leader.”)

122. 39. Leaders LOVE “POLITICS.”

123. TP: If you don’t LOVE POLITICS … find another life. (Don’t pretend you’re a “leader.”)

124. 40. Leaders Give … RESPECT!

125. “It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.” —Sara Lawrence-Lightfoot, Respect

126. 41. Leadership Is a … Performance.

127. “It is necessary for the President to be the nation’s No. 1 actor.” FDR

128. 42. Leaders … Have a GREAT STORY!

129. Leader Job 1 Paint Portraits of Excellence !

130. 43. Leaders love the word … Excellence!

131. 44. Leaders … Are The Brand

132. “You must be the change you wish to see in the world.” —Gandhi

133. “You can’t lead a cavalry charge if you think you look funny on a horse.” —John Peers, President, Logical Machines Corporation

134. X. Introspection.

135. 45. Leaders … ENJOY LEADING.

136. 46. Leaders LAUGH!

137. 47. Leaders … KNOW THEMSELVES.

138. Step #1: Buy a Mirror!

139. “The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!” —RG

140. XI. The End Game.

141. 48. Great Leaders Play Offense!

142. Nelson’s secret: “[Other] admirals more frightened of losing than anxious to win”

143. 49. Great Leaders Live on the Edge!

144. Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

145. 50. Leaders Free the Lunatic Within !

146. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

147. “You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch

148. 51. Leaders (and Management Gurus) Know WHEN TO LEAVE!