Presentation is loading. Please wait.

Presentation is loading. Please wait.

EXCELLENCE. ALWAYS. Tom Peters/KillerCombo/22April2006.

There are copies: 1
EXCELLENCE. ALWAYS. Tom Peters/XAlways/22 April 2006.

Similar presentations


Presentation on theme: "EXCELLENCE. ALWAYS. Tom Peters/KillerCombo/22April2006."— Presentation transcript:

1 EXCELLENCE. ALWAYS. Tom Peters/KillerCombo/22April2006

2 Organizations are not machines. That has been the central message of all my books. They are living communities of individuals. To describe them we need to use the language of communities and the language of individuals. That means a mix of words we use in politics and in ordinary everyday life. The essential task of leadership (a word from political theory, unlike the word manager) is to combine the aspirations and needs of individuals with the purposes of the larger community to which they all belong. Charles Handy

3 P.P.E.E.R.E.

4 People. Product. Execution. Enthusiasm. Relentless. Excellence.

5 EXCELLENCE. ALWAYS.

6 Slides at … tompeters.com

7 EXCELLENCE. 1982.

8 Excellence1982: The Bedrock Eight Basics 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties

9 What is In Search of Excellence all about: People. Emotion. Engagement. Exuberance. Action-Execution. Empowerment. Independence. Initiative. Imagination. Great Stories. Incredible Adventures. Trust. Caring. Fun. Joy. Customer-centrism. Profit. Growth. Brand You. Dramatic Differences. Experiences that Make You Gasp. Excellence. Always.

10 ExIn*: 1982-2002/Forbes.com DJIA : $10,000 yields $85,500 EI : $10,000 yields $140,050 * Excellence Index /Basket of 32 publicly traded stocks

11 EXCELLENCE. ALWAYS.

12 Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

13 The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.

14 Business* ** (*at its best) : An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others. *** ** Excellence. Always. ***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

15 Business: The Ultimate Creative Endeavor.

16 Business: The Ultimate Personal Development- Growth Experience.

17 Business: The Ultimate Transcendent Service Opportunity.

18 EXCELLENCE. ALWAYS.

19 Great Companies … SET THE AGENDA.* (Period.) * disturb the sleep of …

20 AGENDA SETTERS: Set the Table/ Pioneers/ Questors/ Adventurers US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited … Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia … Cisco … Dell … MCI … Sun … Microsoft … Google … Enron … Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin … eBay … Amazon … Sony … Amgen … BMW … CNN … Nike

21 But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting. The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever. Kjell Nordström and Jonas Ridderstråle, Funky Business

22 Donnellys Weatherstrip Service Weymouth MA

23 EXCELLENCE. ALWAYS.

24 First-level Scientific Success: Beyond Brains

25 First-level Scientific Success The smartest guy in the room wins Or …

26 First-level Scientific Success Fanaticism Persistence-Dogged Tenacity Patience (long haul/decades) -Impatience (in a hurry/do it yesterday) Passion Energy Relentlessness (Grant-ian) Enthusiasm Driven (nuts!) (Brutal?) Competitiveness Entrepreneurial Pragmatic (R.F!A.) Scrounge (gets the logistics-infrastructure bit) Master of Politics (internal-external) Tactical Genius Pursuit of (Oceanic) Excellence! High EQ/Skillful in Attracting + Keeping Talent/Magnetic Prolific (ground up more pig brains) Egocentric Sense of History-Destiny Futuristic-In the Moment Mono-dimensional (Work-life balance? Ha!) Exceptionally Intelligent Exceptionally Clever (methodological shortcuts/methodological genius) Luck

27 First-level Scientific Success/Short Form Scientific Success (Nobel-level) = Genius + Execution + Master of Soft Skills + Enthusiasm + Magnetism + Destiny (sense of) + Energy

28 Biz Bonanza Success = DDMMSTERL/ "D-squared, M-squared, STERL = DramaticDifference + Business Acumen/Money + Good Marketing Instinct/Ice-to-Eskimos Sales Skills + Stellar Talent + Aim for Excellence + Resilience/Tenacity/Adaptability + Luck (The Necessary Nine: What Every Small Biz Requires to Excel.) (Big, too.)

29 EXCELLENCE. ALWAYS.

30 Summary: WallopWal*Mart16* *Or: Why its so absurdly easy to beat a GIANT Company

31 The Small Guys Guide: Wallop Wal*Mart16 * Niche-aimed. (Never, ever all things for all people, a mini- Wal*Mart.) * Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *Dramatically Different (La Difference... within our community, our industry regionally, etc … is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) * Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) * Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

32 $798

33 $415/SqFt/Wal*Mart $798/SqFt/Whole Foods

34 7X. 730A- 800P. F12A.* *93-03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

35 EXCELLENCE? ALWAYS?

36 Franchise Lost! TP: How many of you [600] really crave a new Chevy? NYC/IIR/061205

37 This is not amature category.

38 This is an undistinguished category.

39 The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and s imilar quality. Kjell Nordström and Jonas Ridderstråle, Funky Business

40 The Small Guys Guide: Wallop Wal*Mart16 * Niche-aimed. (Never, ever all things for all people, a mini- Wal*Mart.) * Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *Dramatically Different (La Difference... within our community, our industry regionally, etc … is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) * Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) * Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

41 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 cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats 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)? Its 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. Theyre on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its 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 takenso its no longer remarkable when you decide to do it. Seth Godin, Fast Company/02.2003

42 The Small Guys Guide: Wallop Wal*Mart16 * Hands-on, emotional leadership. (We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!) * A community star! (Sell local-ness per se. Sell the hell out of it!) * An incredible experience, from the first to last momentand then in the follow- up! (These guys are cool! They get me! They love me!) * DESIGN DRIVEN! (Design is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.)

43 The Small Guys Guide: Wallop Wal*Mart16 * Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!) * Sophisticated use of information technology. (Small-ish is no excuse for small aims/execution in IS/IT!) * Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.) * Innovative! (Must keep renewing and expanding and revising and re-imagining the promise to employees, the customer, the community.)

44 The Small Guys Guide: Wallop Wal*Mart16 * Brand-Lovemark* (*Kevin Roberts) Maniacs ! (Branding is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche lovemark.) * Focus on women-as-clients. (Most dont. How stupid.) * Excellence! (A small player … per me … has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the rightone damn day and client experience at a time! to beat the Big Guys in your chosen niche!)

45 EXCELLENCE. ALWAYS.

46 Donnellys Weatherstrip Service Weymouth MA

47

48 25

49 Cirque du Soleil !

50 And the Winner is … 1. Audacity of Vision 2. Innovation/R&D/Design 3. Talent Acquisition & Development 4. Resultant Experience 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence 9. Wow! 10. Lovemark!

51 Tattoo Brand : What % of users would tattoo the brand name on their body?

52 Top 10 Tattoo Brands* Harley.… 18.9% Disney.... 14.8 Coke …. 7.7 Google.... 6.6 Pepsi.... 6.1 Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

53 EXCELLENCE. ALWAYS.

54 $55B

55 And the M Stands for … ? Gerstners IBM: Systems Integrator of choice./BW (Lou, help us turn all this into that long-promised revolution. ) IBM Global Services* (*Integrated Systems Services Corp.): $55B

56 By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. … However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, but the game has changed forever. Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future. Narayana Murthy, chairmans letter, Infosys Annual Report

57 Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BW/2004

58 SCS/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bank Source: Fast Company

59 And … MasterCard Advisors

60 Huge: Customer Satisfaction versus Customer Success

61 EXCELLENCE? ALWAYS?

62 Disintermediation is overrated. Those who fear disintermediation should in fact be afraid of irrelevancedisintermediation is just another way of saying that … youve become irrelevant to your customers. John Battelle/Point/Advertising Age/07.05

63 Chicago: HRMAC

64 support function / cost center / bureaucratic drag or …

65 Are you … Rock Stars of the Age of Talent

66 DD$21M

67 A review of Jack and Suzy Welchs Winning claims there are but two key differentiators that set GE culture apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GEs performance measurement is divorced from budgetingand instead reflects how you do relative to your past performance and relative to competitors performance; ie its about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second: Putting HR on a par with finance and marketing.

68 EXCELLENCE. ALWAYS.

69 support function / cost center / bureaucratic drag or …

70 Answer: PSF

71 Core Mechanism : Game-changing Solutions PSF (Professional Service Firm model/The Organizing Principle ) + Brand You (Distinct or Extinct/The Talent ) + Wow! Projects (Different vs Better/The Work )

72 EXCELLENCE. ALWAYS.

73 ThePSF35 : Thirty-Five Professional Service Firm Marks of Excellence

74 The PSF35: The Work & The Legacy 1. CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: If you cant explain your position in eight words or less, you dont have a positionSeth Godin) 2. DRAMATIC DIFFERENCE (We are the only ones who do what we doJerry Garcia) 3. Stretch Is Routine (Never bite off less than you can chewanon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling Best TeamFast) 5. Playful Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small Uneconomic Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: Dent the UniverseSteve Jobs) 9. Fire-on-the-spot Anyone Who Says, Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a commodity 10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) RADICAL

75 ????? Do good (excellent?!) work Make a lot of money

76 Point of View!

77 PSF + BY + WP + DD + E = UVA

78 PSF (Professional Service Firm) + BY (Brand You) + WP (WOW Projects) + DD (Dramatic Difference) + E (Excellence) = UVA (Unassailable Value-Added)

79 EXCELLENCE. ALWAYS.

80

81 Answer: PSF

82 EXCELLENCE. ALWAYS.

83 Trapper: <$20 per beaver pelt. Source: WSJ

84 WDCP*: $150 to remove problem beaver; $750- $1,000 for flood-control piping … so that beavers can stay. * Wildlife Damage-control Professional Source: WSJ

85 Answer: PSF

86 EXCELLENCE. ALWAYS.

87 Fleet Manager Rolling Stock Cost Minimization Officer vs/or Chief of Fleet Lifetime Value Maximization Strategic Supply-chain Executive Customer Experience Director (via drivers)

88 Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BW/2004

89 Purchasing Officer Thrust #1: Cost (at All Costs*) Minimization Professional ? Or/to: Full Partner- Leader in Lifetime Value-added Maximization ? (*Lopez: Arguably Villain #1 in GM tragedy/Anon VSE-Spain)

90 HCare CIO: Technology Executive (workin in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospitals Senior Healing-Services Team (who happens to be a techie)

91 Answer: PSF

92 EXCELLENCE. ALWAYS.

93 Lead It: New C-Levels

94 C X O* *Chief e X perience Officer

95 C F O* *Chief Festivals Officer

96 C C O* *Chief Conversations Officer

97 C S O* *Chief Seduction Officer

98 C L O* *Chief Lovemar k Officer

99 C DM* *Chief Dream Merchant

100 C PI* *Chief Portal Impresario

101 C W O* *Chief WOW Officer

102 C ST O* *Chief Storytelling Officer

103 C R O* *Chief Revenue Officer

104 EXCELLENCE. ALWAYS.

105 Flower Power!

106 EXCELLENCE. ALWAYS.

107 Better By Design: A National Strategy NZ = Design Excellence

108 EXCELLENCE. ALWAYS.

109 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

110 In 1933, Thomas J. Watson Sr. gave a speech at the Worlds Fair, World Peace through World Trade. We stood for something, right? Sam Palmisano

111 Ah, kids: What is your vision for the future? What have you accomplished since your first book? Close your eyes and imagine me immediately doing something about what youve just said. What would it be? Do you feel you have an obligation to Make the world a better place?

112 EXCELLENCE. ALWAYS.

113 Charles Handy on the Alchemists: Passion was what drove these people, passion for their product, passion for their cause. If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong. Passion as the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly, passion is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.

114 Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint 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!

115 EXCELLENCE. ALWAYS.

116 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.

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

118 We are a Life Success Company Dave Liniger, founder, RE/MAX

119 EXCELLENCE. ALWAYS.

120 Core Mechanism : Game-changing Solutions PSF (Professional Service Firm model/The Organizing Principle ) + Brand You (Distinct or Extinct/The Talent ) + Wow! Projects (Different vs Better/The Work )

121 You are the storyteller of your own life, and you can create your own legend or not. Isabel Allende

122 Nobody can prevent you from choosing to be exceptional. Mark Sanborn, The Fred Factor To live is the rarest thing in the world. Most people exist, that is all. –Oscar Wilde Make your life itself a creative work of art. Mike Ray, The Highest Goal

123 This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy. GB Shaw/ Man and Superman

124 Will you actually remember it as worthwhile 10 years from now? S.H.

125 Tell me, what is it you plan to do with your one wild and precious life? Mary Oliver

126 A position is not an accomplishment. TP

127 One who does less than he can is a thief. Gandhi

128 EXCELLENCE. ALWAYS.

129 The First step in a dramatic organizational change program is obviousdramatic personal change! RG

130 You must be the change you wish to see in the world. Gandhi

131 To change minds effectively, leaders make particular use of two tools: the stories that they tell and the lives that they lead. Howard Gardner, Changing Minds

132 MBWA* *HS/25+

133 25

134 You = Your calendar* *Calendars NEVER lie!!

135 EXCELLENCE. ALWAYS.

136 4/40 Tom Peters/Novosibirsk/14 April 2006

137 De-cent- ral-iz- a-tion!

138 Ex-e- cu-tion!

139 Ac-count- a-bil-ity!

140 6:15A.M.

141 De-cent- ral-iz- a-tion!

142 Decentralization is not a piece of paper. Its not me. Its either in your heart, or not. Brian Joffe/BIDvest

143 No Need for Economies of Scale: Illinois Tool Revs Up Innovation by Keeping Its 655 Units Separate and Focused Source: Headline, BW, 1031.05 (commodity producer; R&D = 1%; Top 100 patent recipient66 th in 04) ($12B rev in 04; CEO David Speer: focus, lean, customer intimacy, entrepreneurial, employee participation)

144 HOW THE COAST GUARD GETS IT RIGHT Headline, Time, 10.31.2005 *Autonomy *Flexibility *Perhaps the most important distinction of the Coast Guard is that it trusts itself

145 Ex-e- cu-tion!

146 Ninety percent of what we call management consists of making it difficult for people to get things done. – Peter Drucker

147 TP/BW on BigCo Sin #1: too much talk, too little do

148 Execution is the job of the business leader. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

149 Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

150 We have a strategic plan. Its called doing things. Herb Kelleher

151 This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter

152 While many people big oil finds with big companies, over the years about 80 percent of the oil found in the United States has been brought in by wildcatters such as Mr Findley, says Larry Nation, spokesman for the American Association of Petroleum Geologists.WSJ, Wildcat Producer Sparks Oil Boom in Montana, 0405.2006

153 A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 …

154 1. Every morning, write a list of the things that need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR

155 Ex-e- cu-tion!

156 I saw that leaders placed too much emphasis on what some call high- level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiativeand then nothing would come of it. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

157 The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy/ Execution: The Discipline of Getting Things Done

158 You only find oil if you drill wells. Source: The Hunters, by John Masters, Canadian O & G wildcatter

159 Ac-count- a-bil-ity!

160 Realism is the heart of execution. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

161 robust dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

162 GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune)

163 6:15A.M.

164 EXCELLENCE. ALWAYS.

165 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

166 EXCELLENCE. ALWAYS.

167 Insanely Great Language! Insanely Great. Steve Jobs

168 Radically Thrilling Language! Radically Thrilling. BMW Z4 (ad)

169 Astonish me! /S.D. Build something great! /H.Y. Make it immortal! /D.O.

170 Gaspworthy!

171 EXCELLENCE. ALWAYS.

172 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

173 Stay Hungry. Stay Foolish. Steve Jobs

174 EXCELLENCE. ALWAYS.

175 Its always showtime. David DAlessandro, Career Warfare

176 EXCELLENCE. ALWAYS.

177

178

179

180 XCELLENC ALWAYS.

181 !

182 All You Need to Know* *more or less

183 In The Beginning

184 X82/Excellence1982: The Bedrock Eight Basics 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties

185 ExIn*: 1982-2002/Forbes.com DJIA: $10,000 yields $85,500 EI: $10,000 yields $140,050 *Excellence Index/Basket of 32 publicly traded stocks

186 Yikes

187 China!

188

189

190 China

191 Ch

192 THREE BILLION NEW CAPITALISTS Clyde Prestowitz

193 New Economy?! Sergey + Larry > Harvard

194 the metabolically dominant soldier Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodiesand What It Means to Be Human, Joel Garreau

195 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

196 This is a dangerous world and it is going to become more dangerous. We may not be interested in chaos but chaos is interested in us. Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

197 H5N1H5N1

198 Cause

199 Create a cause, not a business. Gary Hamel

200 People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust. Howard Schultz, Starbucks (IBD/09.05)

201 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

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

203 Quest

204 I dont know. Source: Karl Weick

205 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. Source: Organizing Genius/Warren Bennis & Patricia Ward Biederman

206 Leaderships Mt Everest free to do his or her absolute best … allow its members to discover their greatness.

207 The role of the Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

208 We are a Life Success Company Dave Liniger, RE/MAX

209 In the end, management doesnt change culture. Management invites the workforce itself to change the culture. Lou Gerstner

210 Artist

211 Leader Job 1 Paint Portraits of Excellence !

212 Point of View !

213 Best Story

214 Storytelling is the core of culture.Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

215 It is necessary for the President to be the nations No. 1 actor. FDR

216 People

217 Leaders do people. Anon.

218 Les Wexner: From sweaters to people!

219 Connoisseur of Talent Source: Colleague on PARCs Bob Taylor

220 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

221 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

222 Brand = Talent.

223 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

224 DD$21M

225 A review of Jack and Suzy Welchs Winning claims there are but two key differentiators that set GE culture apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GEs performance measurement is divorced from budgetingand instead reflects how you do relative to your past performance and relative to competitors performance; ie its about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second: Putting HR on a par with finance and marketing.

226 People

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

228 Decency

229 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

230 Amen! What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change

231 I have always believed that the purpose of the corporation is to be a blessing to the employees. Boyd Clarke

232 Grace

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

234 Thank you

235 The two most powerful things in existence: a kind word and a thoughtful gesture. Ken Langone

236 The deepest human need is the need to be appreciated. William James

237 Intangibles

238 Hard is soft. Soft is hard.* *In Search of Excellence

239 Organizations are not machines. That has been the central message of all my books. They are living communities of individuals. To describe them we need to use the language of communities and the language of individuals. That means a mix of words we use in politics and in ordinary everyday life. The essential task of leadership (a word from political theory, unlike the word manager) is to combine the aspirations and needs of individuals with the purposes of the larger community to which they all belong. Charles Handy

240 Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TPs final words: CYNICISM STINKS.]

241 Self- management

242 The First step in a dramatic organizational change program is obvious dramatic personal change! RG

243 You = Your Calendar

244 You must be the change you wish to see in the world. Gandhi

245 To change minds effectively, leaders make particular use of two tools: the stories they tell and the lives they lead. Howard Gardner, Changing Minds

246 Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe. Winston Churchill

247 MBWA

248 You cant lead a cavalry charge if you think you look funny on a horse. John Peers, President, Logical Machine Corporation

249 >25

250 Curiosity

251 Why?

252 Ears

253 If you dont listen, you dont sell anything. Carolyn Marland/MD/Guardian Group

254 Conformity

255 While everything may be better, it is also increasingly the same. Paul Goldberger on retail, The Sameness of Things, The New York Times

256 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

257 The short road to ruin is to emulate the methods of your adversary. Winston Churchill

258 Conformity

259 The Bottleneck is at the Top of the Bottle Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the top! Gary Hamel/Strategy or Revolution/Harvard Business Review

260 Dramatic Difference

261 Point of View!/Point of Dramatic Difference!

262 PSF! Donnellys Weatherstrip Service Weymouth MA

263 The Small Guys Guide: Wallop Wal*Mart16 * Niche-aimed. (Never, ever all things for all people, a mini- Wal*Mart.) * Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *Dramatically Different (La Difference... within our community, our industry regionally, etc … is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) * Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) * Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

264 In Toms world, its always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.Fast Company /October2003

265 [Immelt] is now identifying technologies with which GE will … systematically set out to build entirely new industriesStrategy+Business, Fall 2005

266 Great Companies … SET THE AGENDA.* (Period.) * disturb the sleep of …

267 AGENDA SETTERS: Set the Table/ Pioneers/ Questors/ Adventurers US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited … Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia … Cisco … Dell … MCI … Sun … Microsoft … Google … Enron … Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin … eBay … Amazon … Sony … Amgen … BMW … CNN … Nike

268 But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting. The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever. Kjell Nordström and Jonas Ridderstråle, Funky Business

269 Action

270 Ninety percent of what we call management consists of making it difficult for people to get things done. – Peter Drucker

271 Execution is the job of the business leader. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

272 Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

273 The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy/ Execution: The Discipline of Getting Things Done

274 Realism is the heart of execution. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

275 GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune)

276 We have a strategic plan. Its called doing things. Herb Kelleher

277 This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter

278 You only find oil if you drill wells. Source: The Hunters, by John Masters, Canadian O & G wildcatter

279 Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Al McDonald

280 Try It Try It Try It

281 Fail faster. Succeed sooner. David Kelley/IDEO

282 Sams Secret #1!

283 4/40

284 De-cent- ral-iz- a-tion!

285 Ex-e- cu-tion!

286 Ac-count- a-bil-ity!

287 6:15A.M.

288 Focus

289 Dennis, you need aTo- dont List !

290 I used to have a rule for myself that at any point in time I wanted to have in mind as it so happens, also in writing, on a little card I carried around with me the three big things I was trying to get done. Three. Not two. Not four. Not five. Not ten. Three. Richard Haass, The Power to Persuade

291 We will not, I repeat not, pretend to be all things to all people. CEO, Investec (03.06)

292 K.I.S.S.

293 One bank is currently claiming to leverage its global footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets. I assume that it is just saying that it is there to help its customers wherever they are. Charles Handy

294 450/8

295 Danger: S.I.O. (Strategic Initiative Overload)

296 I wanted GE to operate with the speed, informality, and open communication of a corner store. Corner stores often have strategy right. With their limited resources, they have to rely on laser-like focus on doing one thing very well. Jack Welch/Fortune/04.05

297 Change

298 If you dont like change, youre going to like irrelevance even less. General Eric Shinseki, Chief of Staff. U. S. Army

299 We eat change for breakfast! Harry Quadracci, QuadGraphics

300 Im not comfortable unless Im uncomfortable. Jay Chiat

301 The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist

302 Change

303 We become who we hang out with!

304 Measure Strangeness/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we benchmark against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

305 Dont benchmark, futuremark! Impetus: The future is already here; its just not evenly distributed William Gibson

306 [Immelt] is now identifying technologies with which GE will … systematically set out to build entirely new industriesStrategy+Business, Fall 2005

307 Forget

308 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

309 Big Change

310 No Wiggle Room! Incrementalism is innovations worst enemy. Nicholas Negroponte

311 Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things. Roger Enrico, former Chairman, PepsiCo

312 Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free * Small, gradual changes are always easier to make and sustain *We cant change because our brains become hardwired early in life Source: Fast Company/05.2005

313 Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown. Kevin Kelly, New Rules for the New Economy

314 Reward excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec

315 Big Bigger Biggest ??????

316 I dont believe in economies of scale. You dont get better by being bigger. You get worse. Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

317 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

318 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 1987. S&P 500 from 1957 to 1997: 74 members of the Class of 57 were alive in 97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

319 Exit, Stage Right … CEO departure rate, 1995-2004: +300% Source: Booz Allen Hamilton (per USA Today/06.13.05)

320 New Economy?! Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

321 Relentless

322 This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on turning back was not an option for him. Michael Korda, Ulysses Grant

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

324 Agressive

325 Nelsons secret: [Other] admirals more frightened of losing than anxious to win

326 Speed

327 We dont sell insurance anymore. We sell speed. Peter Lewis, Progressive

328 Tempo

329 He who has the quickest O.O.D.A. Loops * wins! *Observe. Orient. Decide. Act. / Col. John Boyd

330 Richard & Kevin

331 Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play.

332 Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint 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!

333 Passion & Enthusiasm

334 I am a dispenser of enthusiasm. Ben Zander

335 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

336 A man without a smiling face must not open a shop. Chinese Proverb* *Courtesy Tom Morris, The Art of Achievement

337 Hustle

338 Most important, he upped the energy level at Motorola.Fortune on Ed Zander/08.05

339 Sunny

340 Half-full Cups: Ronald Reagan radiated an almost transcendent happiness. Lou Cannon

341 A leader is a dealer in hope. Napoleon

342 Aim High

343 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

344 Get better vs Get different

345 You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. Jerry Garcia

346 Stay Hungry. Stay Foolish. Steve Jobs

347 Dream

348 the wildest chimera of a moonstruck mindThe Federalist on Jeffersons Louisiana Purchase

349 Tell me, what is it you plan to do with your one wild and precious life? Mary Oliver

350 Create

351 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)

352 Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference. Peter Job, CEO, Reuters

353 Revenue

354 Top Line, Anyone? Point (Advertising Age), to Phil Kotler: Who should the CMO [Chief Marketing Officer] report to? Kotler: Maybe a Chief Revenue Officer the cost side has been squeezed, now companies have to focus on top-line growthor maybe a Chief Customer Officer. (TP: Or maybe both!)

355 C R O* *Chief Revenue Officer

356 Women Buy Women Lead

357 Women are the majority market Fara Warner/The Power of the Purse

358 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. Womens Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Womens Market = Opportunity No. 1.

359 10. Womens Market = Opportunity No. 1.

360 AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report/BusinessWeek

361 To be a leader in consumer products, its critical to have leaders who represent the population we serve. Steve Reinemund/PepsiCo

362 Boomers Buy Geezers Buy

363 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

364 44-65: New Customer Majority * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

365 Sell Sell Selll

366 . Everyone lives by selling something. – Robert Louis Stevenson

367 Value- added

368 And the M Stands for … ? Gerstners IBM: Systems Integrator of choice. IBM Global Services: $55B

369 And … MasterCard Advisors

370 Value- added

371 Disintermediation is overrated. Those who fear disintermediation should in fact be afraid of irrelevancedisintermediation is just another way of saying that … youve become irrelevant to your customers. John Battelle/Point/Advertising Age/07.05

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

373 Answer: PSF

374 Best is not good enough!

375 Game-changing Solutions: Core Mechanism PSF (Professional Service Firm model) + Wow Projects (Different vs Better) + Brand You (Distinct or Extinct)

376 PSF! Donnellys Weatherstrip Service Weymouth MA

377 Value- added

378 $798

379 $415/SqFt $798/SqFt

380 Experience

381 Experience: Rebel Lifestyle! What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Harley exec, quoted in Results-Based Leadership

382 Q: Why did you buy Jordans Furniture? A: Jordans is spectacular. Its all showmanship. Source: Warren Buffet interview/Boston Sunday Globe

383 One companys answer: C X O* *Chief e X perience Officer

384 We dont have a good language to talk about this kind of thing. In most peoples 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

385 Love

386 Kevin Roberts: Lovemarks !

387 Top 10 Tattoo Brands* Harley.… 18.9% Disney.... 14.8 Coke …. 7.7 Google.... 6.6 Pepsi.... 6.1 Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

388 No Limits

389 You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe. Jack Welch

390 !

391 Leadership 23 Tom Peters/Novosibirsk/14April2006

392 Leadership23 1. Enthusiasm. Energy. Exuberance. 2. Action. Execution. 3. Tempo. Metabolism. 4. Relentless. 5. Master of Plan B. 6. Accountability. 7. Meritocracy. 8. Leaders do people. Mentor. (Success creation business.) 9. Women. Diversity. 10. Integrity. Credibility. Humanity. Grace. 11. Realism. 12. Cause. Adventures. Quests.

393 Leadership23 13. Legacy. 14. Best story wins. 15. On the edge. (Wildest fantasy of a dreamy mind.) 16. Reward excellent failures. Punish mediocre successes. 17. Different > Better. (Only ones who do what we do.) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. To Dont. Two. 22. Excellence. Always. 23. Nelsonian! (Other admirals more afraid of losing than anxious to win.)

394 Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint 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!

395 Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson

396 !

397 Leadership 23L* *Long Version

398 Leadership23 1. Enthusiasm. Energy. Exuberance. 2. Action. Execution. 3. Tempo. Metabolism. 4. Relentless. 5. Master of Plan B. 6. Accountability. 7. Meritocracy. 8. Leaders do people. Mentor. (Success creation business.) 9. Women. Diversity. 10. Integrity. Credibility. Humanity. Grace. 11. Realism. 12. Cause. Adventures. Quests. 13. Legacy. 14. Best story wins. 15. On the edge. (Wildest chimera of a moonstruck mind.) 16. Reward excellent failures. Punish mediocre successes. 17. Different > Better. (Only ones who do what we do.) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. To Dont. Two. 22. Excellence. Always. 23. Nelsonian! (Other admirals more afraid of losing than anxious to win.)

399 Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint 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!

400 Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson

401 People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust. Howard Schultz, Starbucks (IBD/09.05)

402 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

403 Ah, kids: What is your vision for the future? What have you accomplished since your first book? Close your eyes and imagine me immediately doing something about what youve just said. What would it be? Do you feel you have an obligation to Make the world a better place?

404 Les Wexner: From sweaters to … people!

405 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

406 Ninety percent of what we call management consists of making it difficult for people to get things done. – Peter Drucker

407 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.

408 The role of the Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

409 We are a life Success Company Dave Liniger, RE/MAX

410 You = Your calendar* *Calendars NEVER lie!!

411 Reward excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec

412 We have a strategic plan. Its called doing things. Herb Kelleher

413 You only find oil if you drill wells. John Masters

414 Realism is the heart of execution. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

415 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

416 A man without a smiling face must not open a shop. Chinese Proverb* *Courtesy Tom Morris, The Art of Achievement

417 Never apologize for showing feeling. When you so, you apologize for the truth. Disraeli

418 Stay Hungry. Stay Foolish. Steve Jobs

419 !

420 People Power!

421 People Power:Brand You Days

422 People Power: The Talent 50

423 People Power:Brand You Days

424 One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people. It will unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled. Clyde Prestowitz, Three Billion New Capitalists

425 If there is nothing very special about your work, no matter how hard you apply yourself you wont get noticed, and that increasingly means you wont get paid much either. Michael Goldhaber, Wired

426 You are the storyteller of your own life, and you can create your own legend or not. Isabel Allende

427 Imagine you are sitting next to a stranger at dinner and you have to describe your job in one sentence that they can understand. If you fail this test, you are either a nuclear physicist or your job shouldnt exist. Lucy Kellaway/personal relevance test/FT/0206.06

428 Personal Brand Equity Evaluation –I am known for [2 to 3 things]; next year at this time Ill also be known for [1 more thing]. –My current Project is challenging me … –New things Ive learned in the last 90 days include … –My public recognition program consists of … –Additions to my Rolodex in the last 90 days include … –My resume is discernibly different from last years at this time …

429 R.D.A. Rate: 15%?, 25%? Therefore: Formal Investment Strategy/ R.I.P.* *Renewal Investment Plan

430 Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years … mostly on line. Peter Drucker

431 26.3

432 Distinct … or … Extinct

433 New Work SurvivalKit.2006 1. Mastery! (Best/Absurdly Good at Something!) 2. Manage to Legacy (All Work = Memorable/Braggable WOW Projects!) 3. A USP/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/suck up loyalty to horizontal/colleague/mate loyalty) 5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project) 6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) 9. Comfortable with Your Skin (Bring interesting you to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?) 11. Embrace Marketing (Your own CSO/Chief Storytelling Officer) 12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)

434 Joe J. Jones 1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDNT LET HIM!

435 T. J. Peters 1942 – 2--- HE WAS A PLAYER!

436 Its always showtime. David DAlessandro, Career Warfare

437 Getting to WOW Through Mastery of … The Sales 25.

438 Getting Things Done: The Power & Implementation 34.

439 Presentation Excellence: The PresX56

440 The Interviewing Excellence: The IntX31

441 !

442 People Power: The Talent 50

443 1. People First!

444 The Creative Age is a wide-open game. Richard Florida, The Rise of the Creative Class

445 Whoops: Jack didnt have a vision!* * GE = Talent Machine (Ed Michaels)

446 When land was the scarce resource, nations battled over it. The same is happening now for talented people. Stan Davis & Christopher Meyer, futureWEALTH

447 2. Soft Is Hard.

448 Message: Leading Talent is all about Love: Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.

449 3. FUNDAMENTAL PREMISE: We Are in an Age of Talent/Creativity/ Intellectual-capital Added.

450 Human creativity is the ultimate economic resource. Richard Florida, The Rise of the Creative Class

451 Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age (creators and empathizers) Source: Dan Pink, A Whole New Mind

452 4. Talent Excellence in Every Part of Every Organization.

453 Wegmans: #1/100 Best Companies to Work for /2005

454 5. P.O.T./ Pursuit Of Talent = OBSESSION.

455 The leaders of Great Groups love talent and know where to find it. They revel in the talent of others. Warren Bennis & Patricia Ward Biederman, Organizing Genius

456 Les Wexner: From sweaters to … people!

457 6. Talent Masters Understand Talents Intangibles.

458 Q: If it were your $50K [lifes savings] and my $50K, what sort of Waiters would we look for? A: Enthusiasts!

459 Visibly energetic /Passionate/Enthusiastic … about everything. Engaging/Inspires others. (Inspires the interviewer!) Loves messes & pressure. Impatient/ Action fanatic. A finisher. Exhibits: Fat WOW Project Portfolio. (Loves to talk about her work.) Smart. Curious/ Eclectic interests/ A little (or more) weird. Well-developed sense of humor/ Fun to be around. ****** No. 1 re bosses: Exceptional talent selection & development record. (Former co-workers: Did you visibly grow while working with X? /How has the department/team grown on a world-class scale during Xs tenure?)

460 7. HR Is Cool.

461 Chicago: HRMAC

462 support function / cost center / bureaucratic drag or …

463 Are you … Rock Stars of the Age of Talent?

464 HR doesnt 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)

465 8. HR Sits at The Head Table.

466 DD$21M

467 A review of Jack and Suzy Welchs Winning claims there are but two key differentiators that set GE culture apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GEs performance measurement is divorced from budgetingand instead reflects how you do relative to your past performance and relative to competitors performance; ie its about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second: Putting HR on a par with finance and marketing.

468 9. Re-name HR.

469 Talent Department

470 People Department Center for Talent Excellence Seriously Cool People Who Recruit & Develop Seriously Cool People Etc.

471 10. There Is an HR Strategy/ HR Vision

472 Omnicom very simply is about talent. Its about the acquisition of talent, providing the atmosphere so talent is attracted to it. John Wren

473 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

474 Whats your companys … EVP/ IBP?* *Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP

475 EVP/IBP = Remarkable challenges, rapid professional growth, wholesale respect, deep satisfaction, fun, stunning opportunities, exceptional rewards, amazing peer group, full membership in Club Adventure, maximized future employability

476 11. Acquire for Talent!

477 Omnicom's acquisitions: not for size per se; buying talent; deepen a relationship with a client. Source: Advertising Age

478 12. There Is a FORMAL Recruitment Strategy.

479 Busy Executives Fail To Give Recruiting Attention It Deserves Headline, WSJ, 1121.05

480 Cirque du Soleil !

481 Cirque du Soleil: Talent (12 full-time scouts, database of 20,000). R&D (40% of profits; 2X avg corp). Controls (shows are profit centers; partners like Disney offset costs; $100M on $500M). Scarcity builds buzz/brand (1 new show per year. People tell me were leaving money on the table by not duplicating our shows. Theyre right. Daniel Lamarre, president). Source: The Phantasmagoria Factory/Business 2.0/1-2.2004

482 13. There Is a FORMAL Leadership Development Strategy.

483 DD: 0 to 60mph in a flash (months)

484 Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free * Small, gradual changes are always easier to make and sustain *We cant change because our brains become hardwired early in life Source: Fast Company/05.2005

485 14. There is a World Class Leadership Development CENTER.

486 Crotonville!

487 15. There Is a FORMAL STRATEGIC HR Review Process.

488 In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool strengthening issues. The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies. Ed Michaels

489 16. People/ Talent Reviews Are the FIRST Reviews.

490 17. HR Strategy = BUSINESS Strategy.

491 Wegmans: #1/100 Best Companies to Work for 84%: Grocery stores are all alike 46%: additional spend if customers have an emotional connection to a grocery store rather than are satisfied (Gallup) Going to Wegmans is not just shopping, its an event. Christopher Hoyt, grocery consultant You cannot separate their strategy as a retailer from their strategy as an employer. Darrell Rigby, Bain & Co.

492 Cirque du Soleil !

493 18. Make it a Cause Worth Signing Up For.

494 People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust. Howard Schultz, Starbucks (IBD/09.05)

495 19. Unleash Their Full Potential!

496 Firms will not manage the careers of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career. Tim Hall et al., The New Protean Career Contract

497 RE/MAX: A Life Success Company Source: Everybody Wins, Phil Harkins & Keith Hollihan

498 No matter what the situation, [the great managers] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success. Marcus Buckingham, The One Thing You Need to Know

499 20. Set Sky High Standards.

500 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

501 21. Enlist Everyone in Challenge Century21.

502 Distinct … or … Extinct

503 New Work SurvivalKit.2006 1. Mastery! (Best/Absurdly Good at Something!) 2. Manage to Legacy (All Work = Memorable/Braggable WOW Projects!) 3. A USP/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/suck up loyalty to horizontal/colleague/mate loyalty) 5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project) 6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) 9. Comfortable with Your Skin (Bring interesting you to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?) 11. Embrace Marketing (Your own CSO/Chief Storytelling Officer) 12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)

504 22. Pursue the Best!

505 best person in the world Arthur Blank

506 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

507 23. Up or Out.

508 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

509 24. Ensure that the Review Process Has INTEGRITY.

510 25 = 100* * But what do I do thats more important than developing people? I dont do the damn work. They do.GS

511 25. Pay Up!

512 Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers. Ed Michaels, War for Talent

513 Costco *$17/hour (42% above Sams); very good health plan; low t/o, low shrinkage *Low margins (When I started, Sears, Roebuck was th Costco of the country, but they allowed someone to come in under themJim Sinegal) Source: How Costco Became the Anti-Wal*Mart/NYT/07.17.05

514 26. Training I: Train! Train! Train!

515 26.3

516 3 Weeks in May Training & Prep: 187 Work: 41 (Other: 17)

517 1% vs. 367 %

518 Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Soldiers do it. Surgeons do it. Cops do it. Astronauts do it. Why dont businesspeople do it?

519 Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years … mostly on line. Peter Drucker, Business 2.0

520 27. Training II: 100% Business People.

521 28. Training III: 100% LEADERS.

522 I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader

523 29. Training IV: Boss as Trainer- in-Chief.

524 Workout = 24 DPY in the Classroom

525 30. Training V: The REAL Bedrock of the Talent Thing.

526 My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childlet alone our childreceive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating grade-level motor skills. Jordan Ayan, AHA!

527 Ye gads:Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that school-related evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins

528 15 Leading Biz Schools Design/Core: 0 Design/Elective: 1 Creativity/Core: 0 Creativity/Elective: 4 Innovation/Core: 0 Innovation/Elective: 6 Source: DMI/Summer 2002/Research by Thomas Lockwood

529 31. Wide-open Communication: NO BARRIERS.

530 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 & René Tissen, Zero Space: Moving Beyond Organizational Limits

531 32. Respect!

532 What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change

533 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

534 Empowerment = Trust Source: Barry Gibbons

535 33. Embrace the Whole Individual.

536 34. Build Places of Grace.

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

538 35. MBWA*: Visible Leadership! *Managing By Wandering Around

539 The first and greatest imperative of command is to be present in person. Those who impose risk must be seen to share it. John Keegan, The Mask of Command

540 36. Thank You!

541 The deepest human need is the need to be appreciated. William James

542 37. Promote for people skills. (THE REST IS DETAILS.)

543 When assessing candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of getting things done, the obstacles overcome, the role her people played or does she keep wandering back to strategy or philosophy? Larry Bossidy, Honeywell/AlliedSignal, in Execution

544 38. Honor Youth.

545 Why focus on these late teens and twenty- somethings? Because they are the first young who are both in a position to change the world, and are actually doing so. … For the first time in history, children are more comfortable, knowledgeable and literate than their parents about an innovation central to society. … The Internet has triggered the first industrial revolution in history to be led by the young. The Economist

546 39. Provide Early Leadership Assignments.

547 The WOW! Project

548 40. Create a FORMAL System of Mentoring.

549 W. L. Gore Quad/Graphics

550 41. Diversity!

551 To be a leader in consumer products, its critical to have leaders who represent the population we serve. Steve Reinemund/PepsiCo

552 We want our associate population to mirror our customer population at every level, from the executive suite all the way to the retail floor. Larry Johnston, CEO, Albertsons

553 42. WOMEN RULE.

554 AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report/BusinessWeek

555 On average, women and men possess a number of different innate skills. And current trends suggest that many sectors of the twenty- first-century economic community are going to need the natural talents of women. Helen Fisher, The First Sex: The Natural Talents of Women and How They Are Changing the World

556 Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Judy B. Rosener, Americas Competitive Secret

557 TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch with others? Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

558 Hazel Blears, Englands first female police minister (per The Times, 7 March): Blears believes the new [neighborhood policing, broken windows] approach requires skills other than the polices traditional control and command style, and she clearly thinks women officers are right for the task.Many of the women in the service are very good at getting other people to join the police in fighting crime. The police need new skills around influence. When we talk about neighborhood policing and antisocial behavior you have to be able to draw in other people to help you resolve these problems. Blears leaves an impression in everything she says that her belief is that women officers may be much better at this than their male colleagues, but, of course, she is much too politic to say so.

559 U.S. G.B. E.U. Ja. M.Mgt. 41% 29% 18% 6% T.Mgt. 4% 3% 2% <1% Peak Partic. Age 45 22 27 19 % Coll. Stud. 52% 50% 48% 26% Source: Judy Rosener, Americas Competitive Secret

560 ???????? 8/500

561 The Core Argument 1. We are in a War for Talent. 2. The war will intensify. 3. Women are under-represented in our leadership ranks. 4. Women and men are different. 5. Womens strengths match the New Economys leadership needsto a striking degree. 6. Women are also the principal purchasers of goods and servicesretail and commercial. 7. Ergo, women are a large part of the answer to the War for Talent issue/opportunity.

562 43. Hire (& Protect!) Weird!

563 The Cracked Ones Let in the Light Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels. David Ogilvy

564 Are there enough weird people in the lab these days? V. Chmn., pharmaceutical house, to a lab director

565 Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

566 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 timessee immediately above.) (5) Freaks are the only (ONLY) ones who succeedas 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 usand our organizationsare in ruts. Make that chasms.)

567 44. We Are All Unique.

568 Beware Standardized Evals: One size NEVER fits all. One size fits one. Period.

569 53 Players = 53 Projects = 53 different success measures.

570 45. Capitalize on Strengths.

571 The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique about each person and capitalize on it. Marcus Buckingham, The One Thing You Need to Know

572 The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify ach persons weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance. Marcus Buckingham, The One Thing You Need to Know

573 46. Bosses Win People Over.

574 PJ: Coaching is winning players over.

575 47. GOAL: Voyages of Mutual Discovery.

576 I dont know.

577 Quests!

578 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.

579 Leaderships Mt Everest! free to do his or her absolute best … allow its members to discover their greatness.

580 48. Foster Independence.

581 You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return determines your future options. Take a job for what it teaches you, not for what it pays. Instead of a potential employer asking, Where do you see yourself in 5 years? youll ask, If I invest my mental assets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow? Source: Stan Davis & Christopher Meyer, futureWEALTH

582 49. Enthusiasm!

583

584 Its simple, really, Tom. Hire for s, and, above all, promote for s. Starbucks follower/WS analyst

585 50. Talent = Brand.

586 The Top 5 Revelations Better talent wins. Talent management is my job as leader. Talented leaders are looking for the moon and stars. Over-deliver on peoples dreams – they are volunteers. Pump talent in at all levels, from all conceivable sources, all the time. Source: Ed Michaels et al., The War for Talent

587 The Talent50 1. People first! 2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/ Intellectual-capital Added. 4. Talent excellence in every part of the organization. 5. P.O.T./Pursuit Of Talent = Obsession. 6. HR sits at The Head Table. 7. HR is cool.

588 Brand = Talent.

589 I have always believed that the purpose of the corporation is to be a blessing to the employees. Boyd Clarke

590 Message: Leading Talent is all about Love: Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.

591 !

592 Re-imagine Leadership.2006: The Passion Imperative.

593 Lead It … Loud!

594 Ouch!

595 The Bottleneck is at the Top of the Bottle Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the top! Gary Hamel/Strategy or Revolution/Harvard Business Review

596 Create a Cause!

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

598 People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust. Howard Schultz, Starbucks (IBD/09.05)

599 Think Legacy !

600 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

601 In 1933, Thomas J. Watson Sr. gave a speech at the Worlds Fair, World Peace through World Trade. We stood for something, right? Sam Palmisano

602 CEO Assignment2002 (Bermuda): Please leap forward to 2007, 2012, or 2022, and write a business history of Bermuda. What will have been said about your company during your tenure?

603 Ah, kids: What is your vision for the future? What have you accomplished since your first book? Close your eyes and imagine me immediately doing something about what youve just said. What would it be? Do you feel you have an obligation to Make the world a better place?

604 Find em !

605 The Secret: Jack didnt have a vision!

606 Les Wexner: From sweaters to … people!

607 Respect em !

608 Amen! What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change

609 Dont belittle! OD Consultant

610 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

611 We behaved as if we were guests in their house. We treated them not as a defeated people, but as allies. Our success became their success. How One Soldier Brought Democracy to Iraq: The Mayor of Ar Rutbah (MAJ James Gavrilis/USA Special Forces)

612 Make It a Grand Adventure !

613 Ninety percent of what we call management consists of making it difficult for people to get things done. – Peter Drucker

614 Quests!

615 I dont know.

616 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.

617 Leaderships Mt Everest free to do his or her absolute best … allow its members to discover their greatness.

618 The role of the Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

619 We are a life Success Company founder, RE/MAX

620 If your actions inspire others to dream more, learn more, do more and become more, you are a leader." John Quincy Adams

621 Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has. Margaret Mead

622 In the end, management doesnt change culture. Management invites the workforce itself to change the culture. Lou Gerstner

623

624 Trumpet an Exhilarating Story !

625 Leaders dont just make products and make decisions. Leaders make meaning. – John Seely Brown

626 Best Story Wins! A key – perhaps the key – to leadership is the effective communication of a story. Howard Gardner/Leading Minds: An Anatomy of Leadership

627 Language Power! … the language we speak determines how we react to the world around us … Diane Ackerman/ An Alchemy of Mind

628 Wow!

629 Live Your Story !

630 MBWA* *HS/25+

631 25

632 Im always stopping by our stores at least 25 a week. Im also in other places: Home Depot, Whole Foods, Crate & Barrel. … I try to be a sponge to pick up as much as I can. … Howard Schultz Source: Fortune, Secrets of Greatness, 0320.2006

633 To change minds effectively, leaders make particular use of two tools: the stories that they tell and the lives that they lead. Howard Gardner, Changing Minds

634 It is necessary for the President to be the nations … No. 1 actor. FDR

635 You must be the change you wish to see in the world. Gandhi

636 The first and greatest imperative of command is to be present in person. Those who impose risk must be seen to share it. John Keegan, The Mask of Command

637 You = Your calendar* *Calendars NEVER lie!!

638 Works 100% of the time! (Heads for the front-line folks, asks them for inputand is comfortable with them*) *Didnt hurt that he spoke Spanish Source: CEO, security services company, Spain

639 Try It !

640 Sams Secret #1!

641 Fail faster. Succeed sooner. David Kelley/IDEO

642 Reward excellent failures. Punish mediocre successes. Phil Daniels, Sydney exec

643 Insist on Speed !

644 We dont sell insurance anymore. We sell speed. Peter Lewis, Progressive

645 Strategy meetings held once or twice a year to Strategy meetings needed several times a week Source: New York Times on Meg Whitman/eBay

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

647 Demand Action!

648 We have a strategic plan. Its called doing things. Herb Kelleher

649 The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist

650 The Kotler Doctrine: 1965-1980: R.A.F. (Ready.Aim.Fire.) 1980-1995: R.F.A. (Ready.Fire!Aim.) 1995-????: F.F.F. (Fire!Fire!Fire!)

651 A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000.

652 1. Every morning, write a list of the things that need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR

653 Relentless!* *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong

654 This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press onturning back was not an option for him. Michael Korda, Ulysses Grant

655 1 of 2,400 6:15A.M.

656 Cut the Crap!

657 Realism is the heart of execution. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

658 robust dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

659 GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune)

660 Eat Change!

661 We eat change for breakfast! Harry Quadracci, QuadGraphics

662 Put Women in Charge !

663 AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report/BusinessWeek

664 Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Judy B. Rosener, Americas Competitive Secret: Women Managers

665 Dispense Enthusiasm!

666 BZ: I am a … Dispenser of Enthusiasm!

667 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

668 Most important, he upped the energy level at Motorola.Fortune on Ed Zander/08.05

669 A man without a smiling face must not open a shop. Chinese Proverb* *Courtesy Tom Morris, The Art of Achievement

670 James Woolsey, former CIA director: If youre enthusiastic about the things youre working on, people will come ask you to do interesting things.

671 Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe. Winston Churchill

672 Excellence. Always.

673 And the Winner is … 1. Audacity of Vision 2. Innovation/R&D/Design 3. Talent Acquisition & Development 4. Resultant Experience 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence 9. Wow! 10. Lovemark!

674 Cirque du Soleil !

675 ExIn*: 1982-2002/Forbes.com DJIA: $10,000 yields $85,500 EI: $10,000 yields $140,050 *Excellence Index/Basket of 32 publicly traded stocks

676 Excellence = 1 *Tom Watson sr/1 minute

677 Leader Job No.1 Paint Portraits of Excellence !

678 Engaged.

679 What is In Search of Excellence all about?

680 What is In Search of Excellence all about: People. Emotion. Engagement. Empowerment. Caring.

681 Tell me, what is it you plan to do with your one wild and precious life? Mary Oliver

682 Radiate Passion!

683 Charles Handy on the Alchemists: Passion was what drove these people, passion for their product, passion for their cause. If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong. Passion as the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly, passion is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.

684 Never apologize for showing feeling. When you so, you apologize for the truth. Disraeli

685 Stay Hungry. Stay Foolish. Steve Jobs

686 The eloquent man is he who is no beautiful speaker, but who is inwardly and desperately drunk with a certain belief. Ralph Waldo Emerson

687 Keep It Simple!

688 Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson

689 JWs 4Es Energy Enthusiasm Edge* Execution *Speed, RFA, Competitive

690 Avoid … Moderation!

691 Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint 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!

692 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

693 Free the Lunatic Within!

694 You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe. Jack Welch

695 TP/Chile: I dont know if its possible. I do know its necessary.

696 No Less Than Excellence. Ever.

697 Gaspworthy!

698 Remember Lord Nelson!

699 Nelsons secret: [Other] admirals more frightened of losing than anxious to win

700 the wildest chimera of a moonstruck mindThe Federalist on TJs Louisiana Purchase

701 !

702 The Irreducible209

703 A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, hed had enough. What, if anything, he asked, do you believe for sure? I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of the irreducibles occurred to meand I started jotting down notes on stuff I do indeed believe for sure. Before I knew it, a few days later, the list had grown to 209 items. Hence The Irreducible209 that follows. Tom Peters

704 1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo. (O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator #1.) (Cant be faked. Good.) 5. Decency. 6. Hurry. 7. Time out. 8. One matters. 9. Big change. Short time. (Alt not work.) 10. Excellence. Always. 11. Passion. Energy. Hustle. Enthusiasm. Exuberance. (Move mountains. No alt.) 12. You must care. 13. Emotion. 14. Hard is soft. (Soft is hard.)

705 15. Men. Women. Different. Contend. Connect. 16. Women. Buy. All. (RU listening?) 17. Quality. (Mind-blowing. Beyond 6-Sigma.) 18. Re-invent. Re-pot. (Required.) 19. Jaywalk. 20. Big change. Small # of people. (Always.) 21. Experiment. Now. 22. Failure. Normal. 23. Most failures, most success. (Fail. Forward. Fast.) 24. Reward excellent failures. Punish mediocre successes. 25. Women leaders. (Altered times.) 26. Extremism. (Good business. Bad politics.) 27. Innovation source. Only. Extreme irritation. 28. Smile.

706 29. You must care. 30. Mentor. (Highest ROI.) 31. Best roster wins. 32. Wow. (Okay in biz.) 33. We all have customers. (Biz. Personal.) 34. All contacts = Experiences. 35. Cirque du Soleil. (Peerless.) 36. Leaders create space for growth. 37. Quests. (Only.) 38. High aspirations, high results. (Self-fulfilling prophecy.) 39. Attitude 1, Skills 0. (Mostly.) (Attitude 1, Skill 0.3?) 40. Sometimes: Skill 1, Attitude 0.1. 41. Must love, not like. 42. Wegmans. (No excuses. Mere groceries.) 43. Less than your best. Cheating.

707 44. Brand You. (No alt.) 45. Self-sufficiency. (Biggest LT turn-on.) 46. In the moment. 47. The moment wins. 48. Tomorrow = Never. 49. Action 1, Plan 0.1. 50. Execution can be a system. 51. Realism. 52. Own up. Move on. 53. Accountability. 54. Work hard > Work smart. (Mostly.) 55. Feedback. Necessary. Fast. (R.F.A. in RFA times.) 56. Customers. Listen. Lead. (Paradox.) 57. On stage. Always. (GW, FDR, RG = Supreme actors.)

708 58. Master statistical analysis. 59. Excellence = Set the table. 60. Legacy. (Will it have mattered?) 61. Great. (Why not?) 62. Radicals rule. (Think … Olympics.) 63. !!! = Good. 64. Red 1, Brown 0. (Red times.) 65. Talk. Listen. (Big 2. Master.) 66. Politics. (Normal-inevitable state of affairs. Master.) 67. Student. Forever. 68. Why? (Question #1.) 69. Dont belittle. 70. Respect. 71. All we have: this moment. (Moments matter most?) 72. Now. (Procrastination. Death.)

709 73. Exercise. 74. Paint. (Leader. Portraits of Excellence.) 75. Best story wins. 76. You must be the change you wish to see in the world. 77. Two big ones. Max. (Priorities.) 78. No I in Team. (I in Win.) 79. I in Win. (No I in Team.) 80. Different 1, Better 0. (Better = 0.1) 81. Imitation = Mistake. (Learn, from who?) 82. Choose/battle the right competitor. 83. Schools. Creativity. Entrepreneurship. (Not.) 84. MBAs. Creativity. Entrepreneurship. Leadership. (Not.) 85. Design. Under-rated. Wildly. (Still.) (Everything.)

710 86. You = Calendar. (Calendar. Never. Lies.) 87. Laugh. 88. Handshake. (Quantity. Quality.) 89. Dont fold your hands in front of your chest. Ever. (Never.) 90. Grace. (Works in biz.) 91. Weird. Wins. (Weird times.) 92. Crazy times. Crazy orgs. 93. Internet. All. 94. Women. Boomers-Geezers. Market. All. 95. Passion. (Repeat. So what?) 96. Energy. (Repeat. So what?) 97. Hustle. (Repeat. So what?) 98. Enthusiasm. (Repeat. So what?) 99. Exuberance. (Repeat. So what?) 100. Smile. (Repeat. So what?) 101. Care. (Repeat. So what?)

711 102. Simplicity. Redundancy. Resilience. Bloody- mindedness. Visible optimism. (Success.) 103. Act. (Repeat. So what?) 104. Appreciate. (Repeat. So what?) 105. Fun. (Biz. Why not?) 106. Joy. (Biz. Why not?) 107. Sales = Life. 108. Marketing = Life. 109. Long-term. Top line. 110. Great company = Creates the most individual success stories. (RE/MAX) 111. Talent first, performance byproduct. 112. Sustained Wow* 1, Shareholder value, 0.2 (*Product, People.) 113. Commitment, by invitation only. 114. Creativity, by invitation only. 115. HR = #1. (Ought to.) 116. Face-to-face. (5K miles, 5 minutes.)

712 117. Negotiation. Make all winners. (Save face.) 118. Grace makes enemies friends. 119. Network. 120. Invest in relationships. (Think ROIR. Return On Investment in Relationships.) 118. Relationship investment. Forethought. Calendar item. Intensity. 119. Innovation. Easy. (Hang out with weird.) 120. Weird = Win. (Weird times.) 121. The bottleneck is at the top of the bottle. 122. Good Board = Weird Board. (At least, surprising.) 123. No contention, no progress.

713 124. Crucial conversations. Crucial confrontations. (Study. Learn. Do.) 125. Honest feedback. 126. Gaspworthy. Yes. 127. Insanely great. 128. Astonish me. 129. Make it immortal. 130. Will you remember it in 20 years? 131. No small opportunities. (Reframe.) 132. One playmate, one playpen = Enough. 133. End run. Sensible. 134. Allies are there for the finding. 135. Find successes. Build on successes. (Pos > Neg. Encourage > Fix.) 136. Somebodys doing it today. Find em. 137. Someone is living 2016 in 2006. (Find em. Study em.)

714 138. Dont benchmark, futuremark. (2016. Happening. Somewhere.) 139. PMA. It works. 140. There are no experts. (You are the expert.) 141. Life is short. 142. Sustained success. Fat chance. Make today matter. (Sustained. Ha.) 143. Collaborate. (Networked world.) 144. Go solo. (Individual. Unit of Intellectual Capital.) 145. There are no perfect plans. (Do. Wins.) 146. Plans motivate. (Right or wrong. Sense of purpose.) 147. Never rest. 148. Get some sleep. 149. Winning = Embracing paradox. 150. Ambiguity = Opportunity.

715 151. Resilience. 152. Relentless-ness. 153. None. Above. Comeuppance. (GM. Sears. U.S. Steel. DEC.) 154. Be yourself. Period. 155. Never work with jerks. Including customers. (Life. Too short.) 156. Under-promise, over-deliver. 157. Talent. (Powerful word.) 158. Customer = Anyone whose actions affect your results. 159. Competition stinks. (Seek the soft spots where you can dominate.) 160. K.I.S.S./Keep It Simple, Stupid. 161. Beauty. (Good biz word.) 162. See the beauty in a hamburger bun. (Go. Ray.)

716 163. Own up. Quick. ( Denial. Cancer.) 164. Celebrate. Often. 165. 78 people = 78 approaches. (Each. Unique.) 166. Weed. Ceaselessly. (Prune. Stupid. Rules. Non-stop.) 167. Get out of the way. (You = The problem.) 168. Smile. Sunny. Optimism. (If it kills you.) 169. Flowers. (Cheery workplace.) 170. Enjoy. (Or get the hell.) 171. Be intolerant of sour. (1 = Major pollution) 172. No quick trigger on promotion. (Too important.) 173. Evaluation = Lots of study-time. 174. Evaluation = Life or death to evaluee. 175. 360 evaluation. No fad. 176. Exit when youre done. (Done. Sooner than you think.)

717 177. Today. Now. My Project. Am. Is. I. Period. 178. Beautiful systems. (Good biz phrase. Not oxymoron.) 179. Build on strengths > Fix weaknesses. 180. To dont = To do. (To dont > To do ?) 181. Leaders Do People. (Period.) 182. Leaders enjoy leading. 183. Serious leadership training = Serious. 184. Priorities. Obvious. (Or else.) 185. 5 Priorities = 0 Priorities. (3 Priorities = 0 Priorities?) 186. People. First. Last. Always. 187. It. Is. Always. The. People. 188. Handshake. (Quantity. Quality.)

718 189. Dont fold your hands in front of your chest. Ever. (Never.) 190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.) 191. Employee Entrance = Guest Entrance. 192. Put the customer SECOND. (Thanks, Hal.) 193. Flowers. (Or did I say that before? No matter if I did.) 194. Big Mergers dont work. Small acquisitions can/do workif you dont screw with their energy.

719 195. Instinctively head for the front line. (In all contexts.) 196. Success = DDMMPR/"D-squared, M-squared, PR = DramDiff + Money-Financial Acumen + Good Marketing Instincts + Stellar People + Resilience (The fab five: What. Every. Small. Biz. Needs.) (Big too.) 197. Core Mechanism (Game-changing Solutions): PSF (Professional Service Firm model) + Wow! Projects (Different vs Better) + Brand You (Distinct or Extinct) 198. 2011/2016 has already happened. Find it.

720 199. Kids know kids. Oldies know oldies. Women know women. (Staff accordingly.) 200. Everybody is my customer. 201. Cosset vendors. 202. I want to run a Housekeeping department. (And you?) 203. The military doesnt follow the military model. (Initiative = Excellence.) 204. No such thing as going to absurd lengths to serve the Customer. (HSM & Lefties.) 205. Forget the customer. All = Clients. 206. It takes decades to get over sleights. (So dont sleight.) 207. Dont dumb down. Ever.

721 208. NO LESS THAN EXCELLENCE. EVER. 209. EXCELLENCE. ALWAYS.

722 !

723 Toms 60TIBs* *TIB = This I Believe

724 EXCELLENCE. ALWAYS.

725 1. TECHNICOLOR RULES! (Passion Moves Mountains!)

726 2. Audacity Matters!

727 3. Revolution Now!

728 4. Question Authority! (& Hire Disrespectful People.)

729 5. Disorganization Wins! (LOVE THE MESS!)

730 6. Think 3M: Markets Matter Most. ONLY EXTREME COMPETITION STAVES OFF STALENESS. (You can take the boy out of Silicon Valley, but you cant take Silicon Valley out of the boy!)

731 7. Three Hearty Cheers for Weirdos. (Bill Gates, Steve Jobs, Larry Ellison, Scott McNealy, Craig Venter et al.)

732 8. Message 2006: Technology Change (Info- sciences, Biosciences) Is in Its Infancy! (WE AINT SEE NOTHIN YET!)

733 9. Everything Is Up For Grabs! Volatility Is Thy Name! (Forever & Ever. Amen.) RE-INVENT … OR DIE!

734 10. Big Stinks. (Mostly.) (VERY Mostly.)

735 11. Permanence Is a Snare & a Delusion. (Forget Built to Last. Its Yesterdays Idea.) (Try Built for Impact.)

736 12. Kaizen (Continuous Improvement) Is VDS/ Very … Dangerous … Stuff.

737 13. DESTRUCTION RULES!

738 14. Forget It! (Learning = Easy. Forgetting = Nigh on Impossible.)

739 15. Innovation Is Easy: Hang Out with Freaks. (Employees, Board Members, Customers, Suppliers, Alliance Partners, Consultants.)

740 16. Boring Begets Boring. (Cool Begets Cool.)

741 17. Think Portfolio. (Were All V.C.s.)

742 18. Perception Is All There Is. (Insiders … ALWAYS … overestimate the Radicalism of What Theyre Up To.)

743 19. Action … ALWAYS … Takes Precedence. Think: R.F!A./Ready. Fire! Aim. (REWARD SUCCESS. REWARD FAILURE. PUNISH … INACTION.)

744 20. He Who Makes & Tests the Quickest & Coolest Prototypes Reigns!

745 21. Haste Makes Waste. (SO GO WASTE!)

746 22. Screwups are … the … Mark of Excellence. (Do It Right the First Time Is a Very Stupi Idea.)

747 23. Play Hard! Play Now! (Cherish Play!)

748 24. TALENT TIME! (He/She Who Has the Best Roster Rules!)

749 25. Re-do Education. Totally. (FOSTER CREATIVITY … NOT UNIFORMITY.) (THE NOISIEST CLASSROOM WINS.)

750 26. Diversitys Hour Is Now!

751 27. SHE … Is the Best Leader!

752 28. MARKETING MANTRA: Embrace the BIG THREE Demographics. (1) SHE … is the Customer. (For everything.) (2) Rapidly Aging Boomers Have … ALL THE MONEY. (3) Green Matters. (TRILLIONS OF $$$$$ Are at Stake.) (NOBODY … Gets It.) (Mere Programs Will Not Suffice.)

753 29. Re-boot Healthcare. (UNDERSTATEMENT.)

754 30. WHAT ARE WE SELLING? Experiences & Solutions > Quality & Satisfaction. (The Traditional Value-added Equation Is Being Set on Its Ear.)

755 31. DESIGN = New Seat of the Soul.

756 32. Branding Is for … EVERYONE. He Who Has the … BEST STORY … Takes Home the Marbles.

757 33. DRAMATIC DIFFERENCE = Only Difference.

758 34. WORDS/Language Matters … a Lot. (E.g.: Three Hearty Cheers for Wow!)

759 35. WHAT MATTERS IS STUFF THAT MATTERS. (Query #1: Are You Proud of It?)

760 36. eALL. (IS/IT: Half-way = No Way.)

761 37. DREAM … Big! DREAM … Enormous! DREAM … Gargantuan! (These Are XXX Times.)

762 38. THINK MIKE! (Michelangelo: 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.)

763 39. There Is Only … ONE BIG ISSUE: (Crappy) Cross- functional Communication.

764 40. Stop Doing Dumb Stuff. (SYSTEMATIZE THE PROCESS OF UN- DUMBING.)

765 41. Beautiful Systems Are … BEAUTIFUL.

766 42. The … WHITE- COLLAR REVOLUTION … Will Devour Everything in Its Path.

767 43. Take Charge of Your Destiny! BrandYou Moment! DISTINCT … OR EXTINCT!

768 44. Powerlessness Is a State of Mind! Think: King. Gandhi. DeGaulle.

769 45. Pursue Adventure … in Every Task.

770 46. EXCELLENCE … Is a State of Mind. (Excellence Takes a Minute.) (No Bull.)

771 47. SHOW UP! (If You Care, Youre There.)

772 48. YOUR CALENDAR KNOWS ALL. (You = Calendar.) (Mind Your TO DONT List.)

773 49. LIFE IS SALES. (The Rest Is Details.)

774 50. Boss Mantra #1: I DONT KNOW. (I Dont Know = Permission to Explore.)

775 51. Management Role 1: GET OUT OF THE WAY. (Clear the Way.) (Manager = Hurdle Removal Professional.)

776 52. Epitaph from Hell: He Woulda Done Some Truly Cool Stuff … But His Boss Wouldnt Let Him.

777 53. Change Takes However Long You Think It Takes. (Eschew … Incrementalism.)

778 54. Respect! (Rule 1: Dont Belittle!)

779 55. Thank You Trumps All!

780 56. Integrity Matters! Integrity = Credibility. (Dennis K. Is a Jerk.)

781 57. SOFT IS HARD. HARD IS SOFT. (Numbers Are Soft. People Are Not.)

782 58. Try Sunny! (Sunny Begets Sunny. Gloomy Begets Gloomy.)

783 59. DISPENSE ENTHUSIASM !

784 60. FUN …Is Not a 4- Letter Word. So, too … JOY. (And GRACE.)

785 The End.

786 EXCELLENCE. ALWAYS.


Download ppt "EXCELLENCE. ALWAYS. Tom Peters/KillerCombo/22April2006."