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Tom Peters Leadership2002 Leading in Totally Screwed Up Times 09.27.2002.

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Presentation on theme: "Tom Peters Leadership2002 Leading in Totally Screwed Up Times 09.27.2002."— Presentation transcript:

1 Tom Peters Leadership2002 Leading in Totally Screwed Up Times

2 Slides:

3 The Leadership 40

4 The Basic Premise.

5 1. Leaders … FORGET!/ Leaders … DESTROY!

6 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

7 Forbes100 from 1917 to 1987: 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

8 The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically. Peter Drucker, Business 2.0 (08.00)

9 Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership. Clayton Christensen, The Innovators Dilemma

10 The Leadership Types.

11 2. In Screwed Up Times, Leaders Must Provide Beacons of Hope (Type I Leadership).

12 A leader is a dealer in hope. Napoleon (+TPs writing room pics)

13 3. Great Leaders on Snorting Steeds Are Important – but Great Talent Developers (Type II Leadership) are the Bedrock of Organizations that Perform Over the Long Haul.

14 Whoops: Jack didnt have a vision!

15 25/8/53* (*Damn it!)

16 4. Find the Businesspeople! (Type III Leadership)

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

18 5. All Organizations Need the Golden Leadership Triangle.

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

20 6. The Leader Is Rarely/Never the Best Performer.

21 33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver0. Tom Kelly0. Jim Leyland0. Walter Alston1AB. Tony LaRussa132 games, 6 seasons. Tommy LasordaP, 26 games. Sparky Anderson1 season.

22 The Leadership Dance.

23 7. Leaders … SHOW UP!

24 Rudy!

25 8. Leaders … LOVE the MESS!

26 If things seem under control, youre just not going fast enough. Mario Andretti

27 9. Leaders DO!

28 The Kotler Doctrine: : R.A.F. (Ready.Aim.Fire.) : R.F.A. (Ready.Fire!Aim.) 1995-????: F.F.F. (Fire!Fire!Fire!)

29 10. BUT … Leaders Know When to Wait.

30 Tex Schramm: The too hard box!

31 11. Leaders … DELIVER!

32 It is no use saying We are doing our best. You have got to succeed in doing what is necessary. WSC

33 12. Leaders Are … Optimists.

34 Hackneyed but none the less true: LEADERS SEE CUPS AS HALF FULL.

35 Half-full Cups: [Ronald Reagan] radiated an almost transcendent happiness. Lou Cannon, George ( )

36 13. Leaders FOCUS!

37 To Dont List

38 If It Aint Broke … Break It.

39 14. Leaders … HONOR THE USURPERS.

40 Saviors-in-Waiting Disgruntled Customers Upstart Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision

41 CUSTOMERS: Future- defining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future. Adrian Slywotzky, Mercer Consultants

42 COMPETITORS: The best swordsman in the world doesnt need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesnt do the thing he ought to do, and so the expert isnt prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot. Mark Twain

43 Employees: Are there enough weird people in the lab these days? V. Chmn., pharmaceutical house, to a lab director (06.01)

44 Suppliers: There is an ominous downside to strategic supplier relationships. An SSR supplier is not likely to function as any more than a mirror to your organization. Fringe suppliers that offer innovative business practices need not apply. Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

45 15. Leaders Make [Lotsa] Mistakes – and MAKE NO BONES ABOUT IT!

46 Sams Secret #1!

47 Fail faster. Succeed sooner. David Kelley/IDEO

48 16. Leaders Make … BIG MISTAKES!

49 Reward excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec (and, de facto, Jack)

50 Create.

51 17. Leaders Pursue DRAMATIC DIFFERENCE!

52 The Internet is the most effective profit- killer on earth … it stimulates a TRUE FREE MARKET; and a real free market is the most dangerous of marketplaces for companies selling the SAME OLD STUFF. To those with COURAGE, free markets are greatthey help kill off the deadwood competitors who dont have the courage to changemaking way for them to LEVERAGE their DRAMATIC DIFFERENCE into profitable growth.Doug Hall

53 I dont intend to be known as the King of the Tinkerers. CEO, large financial services company

54 Incrementalism is innovations worst enemy. Nicholas Negroponte

55 Dont rebuild. Reimagine. The New York Times Magazine on the future of the WTC space in Lower Manhattan/

56 18. Leaders … Make Their Mark / Leaders … Do Stuff That Matters

57 I never, ever thought of myself as a businessman. I was interested in creating things I would be proud of.Richard Branson

58 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

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


61 No longer are we only an insurance provider. Today, we also offer our customers the products and services that help them achieve their dreams, whether its financial security, buying a car, paying for home repairs, or even taking a dream vacation.Martin Feinstein, CEO, Farmers Group

62 20. Leaders … Demolish Stovepipes!

63 The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over. Frank Lekanne Deprez & Rene Tissen, Zero Space: Moving Beyond Organization Limits.

64 Dawn Meyerreicks, CTO of the Defense Intelligence Systems Agency, made one of the most fateful military calls of the 21 st century. After 9/11 … her office quickly leased all the available transponders covering Central Asia. The implications should change everything about U.S. military thinking in the years ahead. The U.S. Air Force had kicked off its fight against the Taliban with an ineffective bombing campaign, and Washington was anguishing over whether to send in a few Army divisions. Donald Rumsfeld told Gen. Tommy Franks to give the initiative to 250 Special Forces already on the ground. They used satellite phones, Predator surveillance drones, and GPS- and laser-based targeting systems to make the air strikes brutally effective. In effect, they Napsterized the battlefield by cutting out the middlemen (much of the militarys command and control) and working directly with the real players. … The data came in so fast that HQ revised operating procedures to allow intelligence analysts and attack planners to work directly together. Their favorite tool, incidentally, was instant messaging over a secure network.Ned Desmond/Broadbands New Killer App/Business 2.0/ OCT2002

65 21. Leaders LOVE the New Technology!

66 100 square feet

67 Theres no use trying, said Alice. One cant believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast. Lewis Carroll

68 Inet … … allows you to dream dreams you could never have dreamed before!

69 Talent.

70 22. When It Comes to TALENT … Leaders Always Swing for the Fences!

71 From 1, 2 or youre out [JW] to …Best Talent in each industry segment to build best proprietary intangibles [EM] Source: Ed Michaels, War for Talent ( )

72 23. Leaders Dont Create Followers: THEY CREATE LEADERS!

73 Brand You, Big Time! I AM AN ARMY OF ONE

74 24. Leaders … Cede Control.

75 I dont know.

76 25. Leadership Is a … Mutual Discovery Process.

77 Leaders-Teachers Do Not Transform People! Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully (and safely, mostlycaveat: they dont engage unless theyre mad about something) express their innate curiosity and (4) engage in a vigorous discovery voyage (alone and in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they (and their mentors-teachers- leaders) had never dreamed existedand then the leaders-mentors-teachers (6) applaud like hell, stage photo-ops, and ring the church bells 100 times to commemorate the bravery of their followers explorations!

78 26. Leaders Try … Not to Screw Things Up

79 Ninety percent of what we call management consists of making it difficult for people to get things done. – P.D.

80 Passion.

81 27. Leaders … Out Their PASSION!

82 G.H.: Create a cause, not a business.


84 BZ: I am a … Dispenser of Enthusiasm!

85 29. Leaders … Have a GREAT STORY!

86 A key – perhaps the key – to leadership is the effective communication of a story. Howard Gardner Leading Minds: An Anatomy of Leadership

87 30. Leaders Focus on the SOFT STUFF!

88 Soft Is Hard - ISOE

89 The Job of Leading.

90 31. Leaders Know Its ALL SALES ALL THE TIME.

91 TP: If you dont LOVE SALES … find another life. (Dont pretend youre a leader.) (See TPs The Project50.)

92 32. Leaders LOVEPOLITICS.

93 TP: If you dont LOVE POLITICS … find another life. (Dont pretend youre a leader.)

94 33. But … Leaders Also Break a Lot of China

95 Characteristics of the Also rans* Minimize risk Respect the chain of command Support the boss Make budget *Fortune, article on Most Admired Global Corporations


97 34. Leaders Give … RESPECT!

98 It was much later that I realized Dads 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

99 35. Leaders Say Thank You.

100 The two most powerful things in existence: a kind word and a thoughtful gesture. Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, Its Not Business, Its Personal]

101 36. Leaders Are … Graceful.

102 My favorite word is grace – whether its amazing grace, saving grace, grace under fire, Grace Kelly. How we live contributes to beauty – whether its how we treat other people or the environment. Celeste Cooper, designer

103 Rodales on Grace … elegance … charm … loveliness … poetry in motion … kindliness.. benevolence … benefaction … compassion … beauty

104 Introspection.

105 37. Leaders … Enjoy Leading.

106 Warren, I know you want to be president. But do you want to do president?

107 [Bertelsmans Reinhard] Mohn wasnt a creative type. What got him juiced was the art of running an organization and motivating the people who work there.Fortune/

108 38. Leaders … Take Breaks.

109 Zombie! Zombie!

110 The End Game.

111 39. Leaders ??? :



114 40. Leaders Know WHEN TO LEAVE!

115 Thank You !

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