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1 Welcome to Tom Peters PowerPoint World! Beyond the set of slides here, you will find at tompeters.com the last eight years of presentations, a basketful of Special Presentations, and, above all, Toms constantly updated Master Presentationfrom which most of the slides in this presentation are drawn. There are about 3,500 slides in the 7-part Master Presentation. The first five chapters constitute the main argument: Part I is context. Part II is devoted entirely to innovationthe sine qua non, as perhaps never before, of survival. In earlier incarnations of the master, innovation stuff was scattered throughout the presentation now it is front and center and a stand-alone. Part III is a variation on the innovation themebut it is organized to examine the imperative (for most everyone in the developed-emerging world) of an ultra high value-added strategy. A value-added ladder (the ladder configuration lifted with gratitude from Joe Pine and Jim Gilmores Experience Economy) lays out a specific logic for necessarily leaving commodity-like goods and services in the dust. Part IV argues that in this age of micro-marketing there are two macro-markets of astounding size that are dramatically under- attended by all but a few; namely women and boomers-geezers. Part V underpins the overall argument with the necessary bedrockTalent, with brief consideration of Education & Healthcare. Part VI examines Leadership for turbulent times from several angles. Part VII is a collection of a dozen Listssuch as Toms Irreducible 209, 209 things Ive learned along the way. Enjoy! Download! Stealthats the whole point!

2 NOTE: To appreciate this presentation [and ensure that it is not a mess ], you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana

3 LONG Tom Peters EXCELLENCE. ALWAYS. Freescale Leadership Forum 13 January 2008/Palm Beach

4 tompeters.com Slides [incl LONG] at … tompeters.com

5 We Have …* Thank you, Starbucks! We Have met the enemy and he is us. Peanuts

6 NFL: You beat yourself!

7 Buy a very large one and just wait. 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

8 PITIFUL.

9 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 1917 to 1987. 74 12 Forbes100 from 1917 to 1987 : 39 members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors significantly underperformed the market; just 2 (2%), GE & Kodak, outperformed the market from 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

10 Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that none of the long- term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times

11 Dick Kovacevich: You dont get better by being bigger. You get worse.

12 NOT PITIFUL.

13 #4 Japan #2T china #2t USA #1 Germany

14 Reason!!! Mittelstand

15 Spinoffs freed from the confines of the parent … more entrepreneurial, more nimble Spinoffs systematically perform better than IPOs … track record, profits … freed from the confines of the parent … more entrepreneurial, more nimbleJerry Knight/ Washington Post/ 08.05

16 C.D.O.

17 The last word: There is no last word.

18 Flat as a Pancake (Or Worse) Wal*Mart … Dell … Intel … Yahoo … Home Depot … Microsoft … GE

19 C.E.O. C.D.O. C.E.O. to C.D.O.

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

21 EXCELLENCE. 1982.

22 Excellence1982: The Bedrock Eight Basics 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 Properties

23 Breakthrough 82* People! People!Customers!Action!Values! *In Search of Excellence

24 $85,000 $140,050 ExIn*: 1982-2002/Forbes.com DJIA : $10,000 yields $85,000 EI : $10,000 yields $140,050 *Forbes/ Excellence Index /Basket of 32 publicly traded stocks

25 #1 …

26 MBWA

27 The Have you 50

28 The Have You 50 The Have You 50 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? 3. Have you in the last 60-90 days … had a seminar in which several folks from the customers operation (different levels, different functions, different the customers operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks? 4. Have you thanked a front-line employee for a small act of helpfulness … in the last three days? 5. Have you thanked a front-line employee for a small act of helpfulness … in the last three hours? 6. Have you thanked a frontline employee for carrying around a great attitude … today? 7. Have you in the last week recognizedpubliclyone of your folks for a small act of cross-functional co-operation? act of cross-functional co-operation? 8. Have you in the last week recognizedpubliclyone of their folks (another function) for a small act of cross-functional co-operation? 9. Have you invited in the last month a leader of another function to your weekly team priorities meeting? team priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If truein your mindthen youre more out went awry? (No reason for doing so? If truein your mindthen youre more out of touch than I dared imagine.) of touch than I dared imagine.)

29 11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps? 12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps … and what specifically you can do to remove a hurdle? (Ninety percent of what we call management consists of making it difficult for people to get things done.Peter His eminence Drucker.) 13. Have you celebrated in the last week a small (or large!) milestone reached? (I.e., are you a milestone fanatic?) 14. Have you in the last week or month revised some estimate in the wrong direction and apologized for making a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.) 15. Have you installed in your tenure a very comprehensive customer satisfaction scheme for all internal customers? (With major consequences for hitting or missing the mark.) 16. Have you in the last six months had a week-long, visible, very intensive visit-tour of external customers? 17. Have you in the last 60 days called an abrupt halt to a meeting and ordered everyone to get out of the office, and into the field and in the next eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging small problem through practical action? 18. Have you in the last week had a rather thorough discussion of a cool design thing someone has come acrossaway from your industry or functionat a Web site, in a product or its packaging? 19. Have you in the last two weeks had an informal meetingat least an hour longwith a frontline employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations? 20. Have you had in the last 60 days had a general meeting to discuss things we do wrong … that we can fix in the next fourteen days?

30 21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customersfollowed by a big celebration fo things gone right? 22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure? 23. Have you learned the names of the children of everyone who reports to you? (If not, you have six months to fix it.) 24. Have you taken in the last month an interesting-weird outsider to lunch? 25. Have you in the last month invited an interesting-weird outsider to sit in on an important meeting? 26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc? 27. Have you in the last 24 hours injected into a meeting I ran across this interesting idea in [strange place]? 28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a trivial situation restaurant, car wash, etc? (And then discussed the relevance to your work.) 29. Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree time actually spent mirrors your espoused priorities? (And repeated this exercise with everyone on team.) 30. Have you in the last two months had a presentation to the group by a weird outsider?

31 31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring working folks 3 or 4 levels down in the vendor organization? 32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks? 33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group? 34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on action items to be dealt with in the next 4, 48 hours? (And then made this list publicand followed up in 48 hours.) And made sure everyone has at least one such item.) 35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of best places to work? 36. Have you in the last month approved a cool-different training course for one of your folks? 37. Have you in the last month taught a front-line training course? 38. Have you in the last week discussed the idea of Excellence? (What it means, how to get there.) 39. Have you in the last week discussed the idea of Wow? (What it means, how to inject it into an ongoing routine project.) 40. Have you in the last 45 days assessed some major process in terms of the details of the experience, as well as results, it provides to its external or internal customers?

32 41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks? 42. Have you in the last 60 (30?) days sat with a trusted friend or coach to discuss your management styleand its long- and short-term impact on the group? 43. Have you in the last three days considered a professional relationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking the blame, fully deserved or not, for letting the thing-issue fester.) 44. Have you in the last … two hours … stopped by someones (two-levels down)office- workspace for 5 minutes to ask What do you think? about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listenand visibly taken notes.) 45. Have you … in the last day … looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And …) 46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversationand then thanked him or her, perhaps privately, for their contribution? 47. Have you during your tenure instituted very public (visible) presentations of performance? 48. Have you in the last four months had a session specifically aimed at checking on the corporate culture and the degree we are true to itwith all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversation restricted to real world small casesnot theory.) 49. Have you in the last six months talked about the Internal Brand Promise? 50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations?

33 #1 …

34 Conrad Hilton, at a gala celebrating his life, was asked, What was the most important lesson youve learned in you long and distinguished career? His immediate answer: remember to tuck the shower curtain inside the bathtub

35 TGR TGR

36 The Imagination gold standard …

37 Single greatest act of pure imagination

38 24%

39 dubai

40 EXCELLENCE. 1982. Hard is soft. Soft is hard.

41 Hard Is Soft Soft Is Hard

42 Hard Is Soft (Plans, # s ) Soft Is Hard (people, customers, values, relationships))

43 it is the game. If I could have chosen not to tackle the IBM culture head-on, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isnt just one aspect of the gameit is the game. Lou Gerstner, Who Says Elephants Cant Dance

44 EXCELLENCE. 2008. Hard is soft. Soft is hard.

45 R.O.I.R.

46 R eturn O n I nvestment In R elationships

47 XFX. (#1)

48 X =XFX* * Excellence = Cross-functional Excellence

49 The XF-50: 50 Ways to Enhance Cross-Functional Effectiveness and Deliver Blinding Speed, Service Excellence, Value-added Customer Solutions and Rapid Innovation* *Stanford D-School /Conoco-oil exploration/ Glaxo SmithKline- CEDD/Dartmouth Med-healthcare delivery microsystems/ McKinsey/N.I.E./Armed Services/IBM/UPS/Etc./Etc.

50 XF50 XF50 1. Its our organization to make workor not. Its not them, the outside world thats the problem. The enemy is us. Period. 2. Friction-free! Dump 90% of middle managersmost are advertent or inadvertent power freaks. We are allevery one of usin the Friction Removal Business, one moment at a time, now and forevermore. 3. No stovepipes! Stove-piping, Silo-ing is an Automatic Firing Offense. Period. No appeals. (Within the limits of civility, somewhat public firings are not out of the questionthat is, make one and all aware why the axe fell.) 4. Everything on the Web. This helps. A lot. (Everything = Big word.) 5. Open access. All available to all. Transparency, beyond a level thats sensible, is a de facto imperative in a Burn-the-Silos strategy. 6. Project managers rule!! Project managers running XF (cross-functional) projects are the Elite of the organization, and seen as such and treated as such. (The likes of construction companies have practiced this more or less forever.) 7. Value-added Proposition = Application of integrated resources. (From the entire supply-chain.) To deliver on our emergent business raison detre, and compete with the likes of our Chinese and Indian brethren, we must co-operate with anybody and everybody 24/7. IBM, UPS and many, many others are selling far more than a product or service that worksthe new it is pure and simple a product of XF co-operation; the product is the co-operation is not much of a stretch.

51 8. XF work is the direct work of leaders! 9. Integrated solutions = Our Culture. (Therefore: XF = Our culture.) 10. Partner with best-in-class only. Their pursuit of Excellence helps us get beyond petty bickering. An all-star team has little time for anything other than delivering on the (big) Client promise. 11. All functions are created equal! All functions contribute equally! All = All. 12. All functions are PSFs, Professional Service Firms. Professionalism is the watchwordand true Professionalism rise above turf wars. You are your projects, your legacy is your projectsand the legacy will be skimpy indeed unless you pass, with flying colors, the works well with others exam! 13. We are all in sales! We all (a-l-l) sell those Integrated Client Solutions. Good salespeople dont blame others for screwupsthe Clint doesnt care. Good salespeople are quarterbacks who make the system work-deliver. 14. We all invest in wiring the Client organizationwe develop comprehensive relationships in every part (function, level) of the Clients organization. We pay special attention to the so-called lower levels, short on glamour, long on the ability to make things happen at the coalface. 15. We all live the Brandwhich is Delivery of Matchless Integrated Solutions which transform the Clients organization. To live the brand is to become a raving fan of XF co-operation.

52 C(I)>C(E)

53 16. We use the word partner until we want to barf! (Words matter! A lot!) 17. We use the word team until we want to barf. (Words matter! A lot!) 18. We use the word us until we want to barf. (Words matter! A lot!) 19. We obsessively seek Inclusionand abhor exclusion. We want more people from more places (internal, externalthe whole supply chain) aboard in order to maximize systemic benefits. 20. Buttons & Badges matterwe work relentlessly at team (XF team) identity and solidarity. (Corny? Get over it.) 21. All (almost all) rewards are team rewards. 22. We keep base pay rather lowand give whopping bonuses for excellent team delivery of seriously cool cross-functional Client benefits. 23. WE NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR SCREWUPS. 24. WE TAKE THE HEATTHE WHOLE TEAM. (For anything and everything.) (Losing, like winning, is a team affair.) 25. BLAMING IS AN AUTOMATIC FIRING OFFENSE. 26. Women rule. Women are simply better at the XF communications stuffless power obsessed, less hierarchically inclined, more group-team oriented.

54 27. Every member of our team is an honored contributor. XF project Excellence is an all hands affair. 28. We are our XF Teams! XF project teams are how we get things done. 29. Wow Projects rule, large or smallWow projects demand by definition XF Excellence. 30. We routinely attempt to unearth and then reward small gestures of XF co- operation. 31. We invite Functional Bigwigs to our XF project team reviews. 32. We insist on Client team participationfrom all functions of the Client organization. 33. An Open talent market helps make the projects silo-free. People want in on the project because of the opportunity to do something memorableno one will tolerate delays based on traditional functional squabbling. 34. Flat! Flat = Flattened Silos. Flat = Excellence based on XF project outcomes, not power-hoarding within functional boundaries. 35. New C-level? We more or less need a C-level job titled Chief Bullshit Removal Officer. That is, some kind of formal watchdog whose role in life is to make cross-functionality work, and I.D. those who dont get with the program. 36. Huge (H-U-G-E) co-operation bonuses. Senior team members who conspicuously shine in the working together bit are rewarded Big Time. (A million bucks in one case I knowand a non-cooperating very senior was sacked.)

55 37. Get physical!! Co-location is the most powerful culture changer. Physical X-functional proximity is almost a guarantee (yup!) of remarkably improved co- operationto aid this one needs flexible workspaces that can be mobilized for a team in a flash. 38. Ad hoc. To improve the new X-functional Culture, little XF teams should be formed on the spot to deal with an urgent issuethey may live for but ten days, but it helps the XF habit, making it normal to be working the XF way. 39. Deep dip. Dive three levels down in the organization to fill a senior role with some one who has been pro-active on the XF dimension. 40. Formal evaluations. Everyone, starting with the receptionist, should have an important XF rating component in their evaluation. 41. Demand XF experience for, especially, senior jobs. The military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional. Great idea! 42. Early project management experience. Within days, literally, of coming aboard folks should be running some bit of a project, working with folks from other functionshence, all this becomes as natural as breathing. 43. Get em out with the customer. Rarely does the accountant or bench scientist call one the customer. Reverse that. Give everyone more or less regular customer-facing experiences. One learns quickly that the customer is not interested in our in-house turf battles!

56 44. Put it on the–every agenda. XF issues to be resolved should be on every agendamorning project team review, weekly exec team meeting, etc. A next step within 24 hours (4?) ought to be part of the resolution. 45. XF honest broker or ombudsman. The ombudsman examines XF friction events and acts as Conflict Resolution Counselor. (Perhaps a formal conflict resolution agreement?) 46. Lock it in! XF co-operation, central to any value-added mission, should be an explicit part of the Vision Statement. 47. Promotions. Every promotion, no exceptions, should put XF Excellence in the top 5 (3?) evaluation criteria. 48. Pick partners based on their co-operation proclivity. Everyone must be on board if this thing is going to work; hence every vendor, among others, should be formally evaluated on their commitment to XF transparencye.g., can we access anyone at any level in any function of their organization without bureaucratic barriers? 49. Fire vendors who dont get itmore than get it, welcome it with open arms. 50. Jaw. Jaw. Jaw. Talk XF cooperation-value-added at every opportunity. Become a relentless bore! 51. Excellence! There is a state of XF Excellence per se. Talk about it. Pursue it. Aspire to nothing less.

57 it.

58 It suddenly occurred to me …

59 It suddenly occurred to me that in the space of two or three hours he never talked about cars. Les Wexner It suddenly occurred to me that in the space of two or three hours he never talked about cars. Les Wexner

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

61 customer I.

62 Forget China, India and the Internet : Economic Growth Is Driven by Women. Forget China, India and the Internet : Economic Growth Is Driven by Women. Headline, Economist, April 15, 2006, Leader, page 14

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

64 customer iI.

65 !!!!!!!!!!!!!!!!! People turning 50 today have more than half of their adult life ahead of them. People turning 50 today have more than half of their adult life ahead of them. Bill Novelli, 50+: Igniting a Revolution to Reinvent America

66 7/13

67 Customer: all.

68 $55B

69 Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BusinessWeek

70 MasterCard Advisors

71 Huge: Satisfaction Success Huge: Customer Satisfaction versus Customer Success

72 Customer Satisfaction to Customer Success Were getting better at [Six Sigma] every day. But we really need to think about the customers profitability. Are customers bottom lines really benefiting from what we provide them? Bob Nardelli, GE Power Systems

73 Results are measured by the success of all those who have purchased your product or service Jan Gunnarsson & Olle Blohm, The Welcoming Leader Results are measured by the success of all those who have purchased your product or service Jan Gunnarsson & Olle Blohm, The Welcoming Leader

74 The business of selling is not just about matching viable solutions to the customers that require them. Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers organization.* (*E.g.: CRM failure rate/Gartner: 70%) Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

75 OPPORTUNITY-SEEKING Customer Success/ Transformational Solutions The Value-added Ladder/ OPPORTUNITY-SEEKING Customer Success/ Transformational Solutions Services Goods Raw Materials

76 EXCELLENCE. 4/40.

77 4/40 (Decentralization/Execution/Accountability/6:15A.M.)

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

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

80 Ex-e- cu-tion!

81 systematic process 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

82 Ac-count- a-bil-ity!

83 GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. 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)

84 6:15A.M.

85 one idea. 1966-2007. one idea. 1966-2007.

86 try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it. Screw it up. Try it. Try it. Try it.

87 What makes God laugh?

88 People making plans!

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

90 you only find oil if you drill wells. 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

91 We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, were already on prototype version # 5. By the time our rivals are ready with wires and screws, we are on version ready with wires and screws, we are on version # 10. It gets back to planning versus acting: We act from day one; others plan how to plan for months. Bloomberg by Bloomberg # 10. It gets back to planning versus acting: We act from day one; others plan how to plan for months. Bloomberg by Bloomberg

92 Experiment fearlessly Tactic #1 Experiment fearlessly Source: BW0821.06, Type A Organization Strategies/ How to Hit a Moving Target Tactic #1

93 Fail. Forward. Fast. Fail. Forward. Fast. High Tech CEO, Pennsylvania

94 You miss 100% of the shots you never take. WayneGretzky You miss 100% of the shots you never take. Wayne Gretzky

95 innovation: we become who we spend time with.

96 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

97 Normal = o for 800

98 The Hang Out Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: Innovate, Yes or No The Hang Out Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: Innovate, Yes or No

99 EXCELLENCE. BEDROCK. TALENT.

100 Brand = Talent.

101 Organizations exist to serve. Period. Leaders live to serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domain create/must necessarily create organizations which are … no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed … In passionate pursuit of jointly perceived soaring purpose and personal and community and client service Excellence.

102 Hire very good people!

103 20 40 $25$80 2 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

104 EMPHASIZE THE SOFT SKILLS.

105 Nothing is so contagious as enthusiasm. Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

106 INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!

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

108 Internal brand promise!

109 IBP = Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employability Source: Ed Michaels, The War for Talent; TP

110 SO YOURE A PEOPLE PERSON? PROVE IT.

111 TP: TP: How to piss away $500,000 in one easy lesson!!

112 People! People!

113 SO YOURE A PEOPLE PERSON? PROVE IT.

114 PUT HR AT THE HEAD OF THE HEAD TABLE. BEST PEOPLE. NOBLEST MISSION.

115 Brand = Talent.

116 EXCELLENCE. BEDROCK. LEADERSHIP. THE 9Ps. THE 1M.

117 THE 9P s.

118 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

119

120 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.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)

121 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

122 I am a … Dispenser of Enthusiasm! Ben Zander

123 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

124 The role of the Director is to create a space where the actors and actresses can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance speech

125 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

126 MBWA

127

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

129 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

130 Relentless: One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished. Relentless: One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished. Grant

131 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

132 Leadersdo people. Period. Leadersdo people. Period. Anon.

133 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

134 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. Avoid moderation! 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!

135 Do one thing every day that scares you. Do one thing every day that scares you. Eleanor Roosevelt

136 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

137 [other] admirals more frightened of losing than anxious to win On NELSON: [other] admirals more frightened of losing than anxious to win

138 PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

139 The 1m

140 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. 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

141 EXCELLEN ALWAYS.


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