1. Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age Moscow/16February2004

2. Slides at … tompeters.com

3. I. NEW BUSINESS. NEW CONTEXT.

4. 1. All Bets Are Off.

5. Jobs Technology Globalization War, Warfighting & Security

6. “Uncertainty is the only thing to be sure of.” –Anthony Muh, head of investment in Asia, Citigroup Asset Management “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff, U. S. Army

7. Jobs New Technology Globalization War, Warfighting & Security

8. “14 MILLION service jobs are in danger of being shipped overseas” — The Dobbs Report/USN&WR/11.03/re new UCB study

9. “One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/08.18.03

10. “The proper role of a healthily functioning economy is to destroy jobs and to put labor to use elsewhere. Despite this truth, layoffs and firings will always sting, as if the invisible hand of free enterprise has slapped workers in the face.” —Joseph Schumpeter

11. The Gales of Creative Destruction +29M = -44M + 73M +4M = +4M - 0M

12. “There is no job that is America’s God-given right anymore.” —Carly Fiorina/ HP/ 01.08.2004

13. In Store: International Equality, Intranational Inequality “The new organization of society implied by the triumph of individual autonomy and the true equalization of opportunity based upon merit will lead to very great rewards for merit and great individual autonomy. This will leave individuals far more responsible for themselves than they have been accustomed to being during the industrial period. It will also reduce the unearned advantage in living standards that has been enjoyed by residents of advanced industrial societies throughout the 20 th century.” James Davidson & William Rees-Mogg,The Sovereign Individual

14. “WHAT ARE PEOPLE GOING TO DO WITH THEMSELVES?” —Headline/ Fortune/ 11.03 (“We should finally admit that we do not and cannot know, and regard that fact with serenity rather than anxiety.”)

15. Jobs Technology Globalization War, Warfighting & Security

16. prior 900 years 1900s: 1 st 20 years > 1800s 2000: 10 years for paradigm shift 21 st century: 1000X tech change than 20 th century (“the ‘Singularity,’ a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history”) Ray Kurzweil

17. “In 25 years, you’ll probably be able to get the sum total of all human knowledge on a personal device.” Greg Blonder, VC [was Chief Technical Adviser for Corporate Strategy @ AT&T] [Barron’s 11.13.2000]

18. “A California biotechnology company has put the entire sequence of the human genome on a single chip, allowing researchers to conduct on the complex relationships between the 30,000 genes that make up a human being in a single experiment.” —Page 1, Financial Times/10.03.2003

19. Jobs Technology Globalization War, Warfighting & Security

20. “The world has arrived at a rare strategic inflection point where nearly half its population—living in China, India and Russia—have been integrated into the global market economy, many of them highly educated workers, who can do just about any job in the world. We’re talking about three billion people.” —Craig Barrett/Intel/01.08.2004

21. “Asia’s rise is the economic event of our age. Should it proceed as it has over the last few decades, it will bring the two centuries of global domination by Europe and, subsequently, its giant North American offshoot to an end.” —Financial Times (09.22.2003)

22. China Roars!

23. “The World Must Learn to Live with a Wide-awake China” —Headline/FT/11.03

24. “China has become a manufacturing hub for the rest of the world in low-end labor-intensive goods—and the rest of the world is becoming a manufacturing hub for China in high-end, capital-intensive goods. … China may be a threat to certain parts of the global supply chain that rely on low-cost labor, but it represents an even greater opportunity via production-efficiency gains, economic welfare gains and long-term dynamic potential. Its booming exports are more than matched by booming industrial imports and foreign investment opportunities. It has become the new engine of global growth.” Source: Glen Hodgson & Mark Worrall/Export Development Canada, in “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

25. 1990-2003: Exports 8X ($380B); 6% global exports 2003 vs. 3.9% 2000; 16% of Total Global Growth in 2002. Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

26. 50% of output from private firms, 37% from state-owned firms; 80% of workforce (incl. rural) now in private employ. Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

27. 200 cities with >1,000,000 population. Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

28. 2003: China-Hong Kong leading producer in 8 of 12 key consumer electronic product areas (>50%: DVDs, digital cameras; >33.33%: DVD-ROM drives, personal desktop and notebook computers; >25% mobile phones, color TVs, PDAs, car stereos). Source: “China Takes Off”, David Hale & Lyric Hughes Hale/Foreign Affairs/Nov-Dec2003

29. World economic output: U.S.A., 21%; EU, 16%; China, 13% (2X since1991) Source: New York Times/12.14.2003

30. Jobs Technology Globalization War, Warfighting & Security

31. The Breaking of Nations: Order and Chaos in the Twenty-first Century Robert Cooper (as interpreted by Tom Peters)

32. “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

33. “The new century risks being overrun by both anarchy and technology. The two great destroyers of history may reinforce each other. Both the spread of terrorism and weapons of mass destruction point to a world in which Western governments are losing control. The spread of the technology of mass destruction represents a potentially massive redistribution of power away from the advanced industrial (and democratic) states and toward smaller states that may be less stable and have less of a stake in an orderly world; or more dramatically still, it may represent a redistribution of power away from the state itself and towards individuals, that is to say terrorists or criminals. In the past to be damaging, an ideological movement had to be widespread to recruit enough support to take on authority. Henceforth, comparatively small groups will be able to do the sort of damage which before only state armies or major revolutionary movements could achieve. A few fanatics with a ‘dirty bomb’ or biological weapons will be able to cause death on a scale not previously envisaged. … Emancipation, diversity, global communication—all of the things that promise an age of riches and creativity—could also bring a nightmare in which states lose control of the means of violence and people lose control of their futures.”—Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

34. “Before we can talk about the security requirements for today and tomorrow, we have to forget the security rules of yesterday.” —Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

35. “IT MAY SOMEDAY BE SAID THAT THE 21 ST CENTURY BEGAN ON SEPTEMBER 11, 2001. … “Al-Qaeda represents a new and profoundly dangerous kind of organization—one that might be called a ‘virtual state.’ On September 11 a virtual state proved that modern societies are vulnerable as never before.”—Time/09.09.2002

36. From: Weapon v. Weapon To: Org structure v. Org structure

37. “Our military structure today is essentially one developed and designed by Napoleon.” Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff

38. “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.

39. “The mechanical speed of combat vehicles has not increased since Rommel’s day, so the difference is all in the operational speed, faster communications and faster decisions.” —Edward Luttwak, on the unprecedented pace of the move toward Baghdad

40. Eric’s Army Flat. Fast. Agile. Adaptable. Light … But Lethal. Talent/ “I Am an Army of One.” Info-intense. Network-centric.

41. “We are in a brawl with no rules.” Paul Allaire

42. S.A.V.

43. Successful Businesses’ Dozen Truths: TP’s 30-Year Perspective 1. Insanely Great & Quirky Talent. 2. Disrespect for Tradition. 3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do. 4. Utter Disbelief at the Bullshit that Marks “Normal Industry Behavior.” 5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Don’t “Get It.” 6. Speed Demons. 7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.) 8. Passionate Hatred of Bureaucracy. 9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers.) 10. “Reward Excellent Failures. Punish Mediocre Successes.” 11. Courage to Stand Alone on One’s Record of Accomplishment Against All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of Brand Power.

44. It is the foremost task— and responsibility— of our generation to re-imagine our enterprises, private and public. —from the Foreword, Re-imagine

45. “How we feel about the evolving future tells us who we are as individuals and as a civilization: Do we search for stasis—a regulated, engineered world? Or do we embrace dynamism—a world of constant creation, discovery and competition? Do we value stability and control? Or evolution and learning? Do we think that progress requires a central blueprint? Or do we see it as a decentralized, evolutionary process? Do we see mistakes as permanent disasters? Or the correctable byproducts of experimentation? Do we crave predictability? Or relish surprise? These two poles, stasis and dynamism, increasingly define our political, intellectual and cultural landscape.” —Virginia Postrel, The Future and Its Enemies

46. 2. The Destruction Imperative.

47. “It is generally much easier to kill an organization than change it substantially.” Kevin Kelly, Out of Control

48. C.E.O. to C.D.O.

49. “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

50. 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

51. “Far from being a source of comfort, bigness became a code for inflexibility.” —John Micklethwait & Adrian Wooldridge, The Company

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

53. 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

54. “Conglomerates don’t work.” —James Surowiecki, The New Yorker (07.01,2002)

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

56. “Change the rules before somebody else does.” —Ralph Seferian, VP, Oracle

57. “Most of our predictions are based on very linear thinking. That’s why they will most likely be wrong.” Vinod Khosla, in “GIGATRENDS,” Wired 04.01

58. “The secret of fast progress is inefficiency … fast and furious and numerous failures.” —Kevin Kelly

59. Japan’s Science Gap * Rice farming culture: uniqueness suppressed. Gov’t control of R & D. Promotion based on seniority. Consensus vs. debate. (U.S.: friends can be mortal enemies.) Bias for C.I. vs. “bold leaps.” Lack of competition and critical evaluation (peer review). Syukuro Manabe: “What we need to create is job insecurity rather than security to make people compete more.” *Hideki Shirakawa, Nobel laureate, chemistry

60. December 2000: Swiss House for Advanced Research & Education. Cambridge, Massachusetts. Xavier Comtesse: “You never hear a Swiss say, ‘I want to change the world.’ We need to take more risks.”

61. II. NEW BUSINESS. NEW TECH.

62. 3. IS/ IT/ Web: “On the Bus” or “Off the Bus.”

63. 100 square feet

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

65. The Real “News”: X1,000,000 TowTruckNet.com

66. eRevolution 40,000,000 Americans (1 of 2 singles/40% of American adults) went to an online matchmaking site last month (USN&WR/09.29.03)

67. “flash mobs” (!)

68. “MIT Everywhere: EVERY LECTURE, EVERY LECTURE, EVERY QUIZ, ALL ONLINE, FOR FREE. MEET THE GLOBAL GEEKS GETTING AN MIT EDUCATION, OPEN SOURCE-STYLE.” —Headline/Wired/09.03

69. “Ebusiness is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness.” Ray Lane, Kleiner Perkins

70. “The Web enables total transparency. People with access to relevant information are beginning to challenge any type of authority. The stupid, loyal and humble customer, employee, patient or citizen is dead.” Kjell Nordström and Jonas Ridderstråle, Funky Business

71. Amen! “The Age of the Never Satisfied Customer” Regis McKenna

72. Read It Closely: “We don’t sell insurance anymore. We sell speed.” Peter Lewis, Progressive

73. 4. The White Collar Revolution.

74. 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

75. Steel: 75,000,000 tons in ’82 to 102,000,000 tons in ’02. 289, 000 steelworkers in ’82 to 74,000 steelworkers in ’02. Source: Fortune/11.24.03

76. “Organizations will still be critically important in the world, but as ‘organizers,’ not ‘employers’!” — Charles Handy

77. III. NEW BUSINESS. NEW VALUE PROPOSITION.

78. 5. The “PSF Solution”: The Professional Service Firm Model.

79. Every job done in W.C.W. is also done “outside” …for profit!

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

81. DD$21M

82. 6. The Heart of the Value Added Revolution: PSFs Unbound/ The “Solutions Imperative.”

83. Base Case: The Sameness Trap

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

85. “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 similar quality.” Kjell Nordström and Jonas Ridderstråle, Funky Business

86. “We make over three new product announcements a day. Can you remember them? Our customers can’t!” Carly Fiorina

87. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers consulting business!

88. “These days, building the best server isn’t enough. That’s the price of entry.” Ann Livermore, Hewlett-Packard

89. Gerstner’s IBM: Systems Integrator of choice. Global Services: $35B. Pledge/’99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products. (BW/12.01).

90. “Customer Satisfaction” to “Customer Success” “We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability. Are customers’ bottom lines really benefiting from what we provide them?” Bob Nardelli, GE Power Systems

91. Keep In Mind: Customer Satisfaction versus Customer Success

92. “UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent.” ecompany.com/06.01 (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

93. “UPS used to be a trucking company with technology. Now it’s a technology company with trucks.” —Forbes, upon naming UPS “Company of the Year” in Y2000

94. And the Winners Are … Televisions –12% Cable TV service +5% Toys -10% Child care +5% Photo equipment -7% Photographer’s fees +3% Sports Equipment -2% Admission to sporting event +3% New car -2% Car repair +3% Dishes & flatware -1% Eating out +2% Gardening supplies -0.1% Gardening services +2% Source: WSJ/05.16.03

95. IV. NEW BUSINESS. NEW BRAND.

96. 7. A World of Scintillating “Experiences.”

97. “ Experiences are as distinct from services as services are from goods.” Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

98. “Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an entirely new ‘me.’ ” Source: Jean-Marie Dru, Disruption

99. 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

100. The “Experience Ladder” Experiences Services Goods Raw Materials

101. Bob Lutz: “I see us as being in the art business. Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation.” Source: NYT 10.19.01

102. 8. The [Mostly Ignored] “Soul” of “Experiences”: Design Rules!

103. And Tomorrow … “Fifteen years ago companies competed on price. Now it’s quality. Tomorrow it’s design.” Robert Hayes

104. All Equal Except … “At Sony we assume that all products of our competitors have basically the same technology, price, performance and features. Design is the only thing that differentiates one product from another in the marketplace.” Norio Ohga

105. “Design is treated like a religion at BMW.” Fortune

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

107. Design “is” … WHAT & WHY I LOVE. LOVE.

108. Design “is” … WHY I GET MAD. MAD.

109. Design is never neutral.

110. Hypothesis: DESIGN is the principal difference between love and hate!

111. 9. “It” all adds up to … THE BRAND.

112. The Heart of Branding …

113. “WHO ARE WE?”

114. “WHAT’S OUR STORY?”

115. “We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion. Imagination, myth, ritual - the language of emotion - will affect everything from our purchasing decisions to how we work with others. Companies will thrive on the basis of their stories and myths. Companies will need to understand that their products are less important than their stories.” Rolf Jensen, Copenhagen Institute for Future Studies

116. “EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?”

117. “A great company is defined by the fact that it is not compared to its peers.” Phil Purcell, Morgan Stanley

118. “EXACTLY HOW DO I PASSIONATELY CONVEY THAT DRAMATIC DIFFERENCE TO THE CLIENT ?”

119. Rules of “Radical Marketing” Love + Respect Your Customers! Hire only Passionate Missionaries! Create a Community of Customers! Celebrate Craziness! Be insanely True to the Brand! Sam Hill & Glenn Rifkin, Radical Marketing (e.g., Harley, Virgin, The Dead, HBS, NBA)

120. V. NEW BUSINESS. NEW MARKETS.

121. 10. Trends Worth Trillion$$$: Women Roar.

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

123. 91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED.”) Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

124. Carol Gilligan/ In a Different Voice Men: Get away from authority, family Women: Connect Men: Self-oriented Women: Other-oriented Men: Rights Women: Responsibilities

125. FemaleThink/ Popcorn “Men and women don’t think the same way, don’t communicate the same way, don’t buy for the same reasons.” “He simply wants the transaction to take place. She’s interested in creating a relationship. Every place women go, they make connections.”

126. Read This: Barbara & Allan Pease’s Why Men Don’t Listen & Women Can’t Read Maps

127. “Resting” State: 30%, 90%: “A woman knows her children’s friends, hopes, dreams, romances, secret fears, what they are thinking, how they are feeling. Men are vaguely aware of some short people also living in the house.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

128. “As a hunter, a man needed vision that would allow him to zero in on targets in the distance … whereas a woman needed eyes to allow a wide arc of vision so that she could monitor any predators sneaking up on the nest. This is why modern men can find their way effortlessly to a distant pub, but can never find things in fridges, cupboards or drawers.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

129. “Female hearing advantage contributes significantly to what is called ‘women’s intuition’ and is one of the reasons why a woman can read between the lines of what people say. Men, however, shouldn’t despair. They are excellent at imitating animal sounds.” Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps

130. Read This Book … EVEolution: The Eight Truths of Marketing to Women Faith Popcorn & Lys Marigold

131. EVEolution: Truth No. 1 Connecting Your Female Consumers to Each Other Connects Them to Your Brand

132. “The ‘Connection Proclivity’ in women starts early. When asked, ‘How was school today?’ a girl usually tells her mother every detail of what happened, while a boy might grunt, ‘Fine.’ ” EVEolution

133. “Women don’t buy brands. They join them.” EVEolution

134. 2.6 vs. 21

135. “Customer is King”: 4,440 “Customer is Queen”: 29 Source: Steve Farber/Google search/04.2002

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

137. VI. NEW BUSINESS. NEW WORK.

138. 11. Toward Work that Matters: The WOW Project.

139. “Let’s make a dent in the universe.” Steve Jobs

140. Your Current Project? 1. Another day’s work/Pays the rent. 4. Of value. 7. Pretty Damn Cool/Definitely subversive. 10. WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!)

141. “Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec

142. VII. NEW BUSINESS. NEW YOU.

143. 12. Re-inventing the Individual: Welcome to a Brand You World

144. “In a global economy, the government cannot give anybody a guaranteed success story, but you can give people the tools to make the most of their own lives.” —WJC, from Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History

145. In Store: International Equality, Intranational Inequality “The new organization of society implied by the triumph of individual autonomy and the true equalization of opportunity based upon merit will lead to very great rewards for merit and great individual autonomy. This will leave individuals far more responsible for themselves than they have been accustomed to being during the industrial period. It will also reduce the unearned advantage in living standards that has been enjoyed by residents of advanced industrial societies throughout the 20 th century.” James Davidson & William Rees-Mogg,The Sovereign Individual

146. “The Creative Class derives its identity from its members’ roles as purveyors of creativity. Because creativity is the driving force of economic growth, in terms of influence the Creative Class has become the dominant class in society.” —Richard Florida, The Rise of the Creative Class (38M, 30%)

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

148. “Self-reliance never comes ‘naturally’ to adults because they have been so conditioned to think non-authentically that it feels wrenching to do otherwise. … Self Reliance is a last resort to which a person is driven in desperation only when he or she realizes ‘that imitation is suicide, that he must take himself for better, for worse, as his portion.’ ” —Lawrence Buell, Emerson

149. “My ancestors were printers in Amsterdam from 1510 or so until 1750, and during that entire time they didn’t have to learn anything new.” Peter Drucker, Business 2.0 (08.22.00)

150. “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 (22August2000)

151. R.D.A. Rate: 15%?, 25%? Therefore: Formal “Investment Strategy”/ R.I.P.

152. Invent. Reinvent. Repeat. Source: HP banner ad

153. Personal “Brand Equity” Evaluation –I am known for [2 to 3 things]; next year at this time I’ll also be known for [1 more thing]. –My current Project is challenging me … –New things I’ve 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 year’s at this time …

154. The Rule of Positioning “If you can’t describe your position in eight words or less, you don’t have a position.” — Jay Levinson and Seth Godin, Get What You Deserve!

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

156. 13. Boss Job One: The Talent Obsession.

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

158. “Historically, smart people have always turned to where the money was. Today, money is turning to where the smart people are.” —FT/06.03.03

159. Age of Agriculture Industrial Age Age of Information Intensification Age of Creation Intensification Source: Murikami Teruyasu, Nomura Research Institute

160. Brand = Talent.

161. The Talent Ten

162. 1. Obsession P.O.T.* = All Consuming *Pursuit of Talent

163. “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

164. “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

165. 2. Greatness Only The Best!

166. From “1, 2 or you’re out” [JW] to … “Best Talent in each industry segment to build best proprietary intangibles” [EM] Source: Ed Michaels, War for Talent

167. 3. Performance Up or out!

168. “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

169. 4. Pay Pay Up!

170. “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 (05.17.00)

171. 5. Youth Grovel Before the Young!

172. “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 [12/2000]

173. 6. Diversity Mess Rules!

174. CM Prof Richard Florida on “Creative Capital”: “You cannot get a technologically innovative place unless it’s open to weirdness, eccentricity and difference.” Source: New York Times/06.01.2002

175. 7. Women Born to Lead!

176. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, BusinessWeek, 11.20.00

177. Women’s 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. Source: Judy B. Rosener, America’s Competitive Secret: Women Managers

178. 8. Weird The Cracked Ones Let in the Light!

179. 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

180. 9. Opportunity Make It an Adventure!

181. “H.R.” to “H.E.D.” ??? H uman E nablement D epartment

182. Talent Department

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

184. 10. Leading Genius We are all unique!

185. Beware Lurking HR Types … One size NEVER fits all. One size fits one. Period.

186. Brand = Talent.

187. 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

188. 14. Brand Talent+: Addressing the Education Fiasco.

189. “My education was a prolonged and concerted attack on my individuality.” —Neil Crofts, Authentic

190. Losing the War to Bismarck (and Rockefeller)

191. J. D. Rockefeller’s General Education Board (1906): “ In our dreams people yield themselves with perfect docility to our molding hands. … The task is simple. We will organize children and teach them in a perfect way the things their fathers and mothers are doing in an imperfect way.” John Taylor Gatto, A Different Kind of Teacher

192. “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 child—let alone our child—receive 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!

193. “How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En masse the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the group as a ‘closet artist.’ The point is: Every school I visited was participating in the suppression of creative genius.” Gordon MacKenzie, Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace

194. Ye gads: “Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, he’s 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

195. VIII. NEW BUSINESS: (NEW) BRAND INSIDE RULES

196. Brand Inside Rules! “I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game” —Lou Gerstner, Who Says Elephants Can’t Dance?

197. Brand Inside Rules! “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t 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.” —Lou Gerstner, Who Says Elephants Can’t Dance?

198. 15. THINK WEIRD … the HVA/ High Value Added Bedrock.

199. 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

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

201. “If you worship at the throne of the voice of the customer, you’ll get only incremental advances.” Joseph Morone, President, Bentley College

202. “Generally, disruptive technologies underperform established established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value.” Clayton Christensen, The Innovator’s Dilemma

203. Ways to Raise a Purple Cow Think small. One vestige of the TV- industrial complex is a need to think mass. If it doesn’t appeal to everyone, the thinking goes, it’s not worth it. Think of the smallest conceivable market—and describe a product that overwhelms it with remarkability. Go from there. Source: Seth Godin, Fast Company (02.2003)

204. “HAVE MBAs KILLED OFF MARKETING? Prof Rajeev Batra says: ‘What these times call for is more creative and breakthrough reengineering of product and service benefits, but we don’t train people to think like that.’ The way marketing is taught across business schools is far too analytical and data- driven. ‘We’ve taken away the emphasis on creativity and big ideas that characterize real marketing breakthroughs.’ In India there is an added problem: most senior marketing jobs have been traditionally dominated by MBAs. Santosh Desai, vice president, McCann Erickson, an MBA himself, believes in India engineer-MBAs, armed with this Lego-like approach, tend to reduce marketing into neat components. ‘This reductionist thinking runs counter to the idea that great brands must have a core, unifying idea.’ ”—Businessworld/04Nov2002/“Why Is Marketing Not Working?”

205. The Fatal Assumption: “Analysis Produces Synthesis” “Planning by its very nature defines and preserves categories. Creativity, by its very nature, creates categories or rearranges established ones.... The key is integration rather than de-composition, based on holistic images rather than linear words.” — Henry Mintzberg, The Rise and Fall of Strategic Planning

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

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

208. “The short road to ruin is to emulate the methods of your adversary.” — Winston Churchill

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

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

211. Boards: “Extremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussable” —Jeffrey Sonnenfeld, Yale School of Management

212. “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

213. “Enormous sums of money are invested to reduce cycle time, improve quality, reengineer … Much of this money is simply wasted. The waste is due to companies’ inability to develop wide-angle vision and tap into the … power of the edge.” Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

214. WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the organizational code). (1.5) Hire people who make you uncomfortable, even those you dislike. (2) Hire people you (probably) don’t need. (3) Use job interviews to get ideas, not to screen candidates. (4) Encourage people to ignore and defy superiors and peers. (5) Find some happy people and get them to fight. (6) Reward success and failure, punish inaction. (7) Decide to do something that will probably fail, then convince yourself and everyone else that success is certain. (8) Think of some ridiculous, impractical things to do, then do them. (9) Avoid, distract, and bore customers, critics, and anyone who just wants to talk about money. (10) Don’t try to learn anything from people who seem to have solved the problems you face. (11) Forget the past, particularly your company’s success. Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting, Managing, and Sustaining Innovation

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

216. Deviants, Inc. “Deviance tells the story of every mass market ever created. What starts out weird and dangerous becomes America’s next big corporate payday. So are you looking for the next mass market idea? It’s out there … way out there.” Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)

217. “ ‘Giant’ projects contain within them the almost certain seeds of mediocrity. The very fact of their size causes constant scrutiny and thence ‘political’ interference. Such ‘oversight’ drains the passion of the champions and risks—to the point of certainty—fatal ‘dumbing down’ and thence loss of the very distinction and quirkiness sought in the first place.”— Exec, Hollywood

218. Innovation Source No. 1*: PPPs /Personally Pissed-off People “Branson started Virgin Atlantic because flying other airlines was so dreadful.” —Fortune/05.13.2002 *And there is no No. 2!

219. Bernie Goldhirsh: Sailing his passion, but sailing mags for yachtsmen only … start Sail. Sail a biz success, but biz mags for corporate types only … start Inc.

220. Big Idea/s V.C. GM Portfolio Roster

221. Innovation Index: How many of your Top 5 Strategic Initiatives score 7 or higher (out of 10) on a “Weirdness/Profundity Scale”?

222. IX. NEW BUSINESS. NEW LEADERSHIP.

223. 16. The Passion Imperative: The Leadership 50

224. The Basic Premise.

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

226. “ Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – P.D.

227. “I don’t know.”

228. Quests!

229. 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.”

230. The Leadership Types.

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

232. 25/8/53

233. Whoops: Jack didn’t have a vision!

234. T.A.: 3

235. 3. But Then Again, There Are Times When This “Cult of Personality” (Type II Leadership) Stuff Actually Works!

236. “A leader is a dealer in hope.” Napoleon (+TP’s writing room pics)

237. 4. Find the “Businesspeople”! (Type III Leadership)

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

239. 5. All Organizations Need the Golden Leadership Triangle.

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

241. The Essential Tension — Keeper of the Flame of Creation (Brahma = Creator) — Keeper of the Flame of Preservation (Vishnu = Preserver) — Keeper of the Flame of Destruction (Shiva = Destroyer)

242. 6. Leadership Mantra #1: IT ALL DEPENDS!

243. Renaissance Men are … a snare, a myth, a delusion!

244. 7. The Leader Is Rarely/Never the Best Performer.

245. The Leadership Dance.

246. 8. Leaders … SHOW UP!

247. “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

248. Rudy!

249. 9. Leaders … LOVE the MESS!

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

251. “If things seem under control, you’re just not going fast enough.” Mario Andretti

252. 10. Leaders DO!

253. 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!)

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

255. 11. Leaders Re -do.

256. “If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly. They’re eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power they’ve gained in other markets to enforce their standard.” Seth Godin, Zooming

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

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

259. Tex Schramm: The “too hard” box!

260. 13. Leaders Are … Optimists.

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

262. Half-full Cups: “[Ronald Reagan] radiated an almost transcendent happiness.” Lou Cannon, George (08.2000)

263. 14. Leaders … DELIVER!

264. “Leaders don’t ‘want to’ win. Leaders ‘need to’ win.” #49

265. “It is no use saying ‘We are doing our best.’ You have got to succeed in doing what is necessary.” — WSC

266. 15. BUT … Leaders Are Realists/Leaders Win Through LOGISTICS!

267. The “Gus Imperative”!

268. 16. Leaders FOCUS!

269. “To Don’t ” List

270. It’s T-H-R-E-E, Stupid! “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

271. 17. Leaders … Set CLEAR DESIGN SPECS.

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

273. JackWorld/ 1@T : (1) Neutron Jack. (Banish bureaucracy.) (2) “1, 2 or out” Jack. (Lead or leave.) (3) “Workout” Jack. (Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack. (Throughout) TALENT JACK!

274. 18. Leaders … Send V-E-R-Y Clear Signals About Design Specs!

275. Ridin’ with Roger: “What have you done to DRAMATICALLY IMPROVE quality in the last 90 days?”

276. If It Ain’t Broke … Break It.

277. 19. Leaders … FORGET!/ Leaders … DESTROY!

278. 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

279. Cortez!

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

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

282. 21. Leaders … HONOR THE USURPERS.

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

284. 22. Leaders Make [Lotsa] Mistakes – and MAKE NO BONES ABOUT IT!

285. “Fail faster. Succeed sooner.” David Kelley/IDEO

286. 23. Leaders Make … BIG MISTAKES!

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

288. Silicon Valley Success [Failure?] Secrets “Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money; 6 do okay; 3 do well; 1 hits the jackpot Source: The Economist

289. Create.

290. 24. Leaders Know that THERE’S MORE TO LIFE THAN “LINE EXTENSIONS.” Leaders Love to CREATE NEW MARKETS.

291. No one ever made it into the Business Hall of Fame on a record of “line extensions.”

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

293. 25. Leaders … Make Their Mark / Leaders … Do Stuff That Matters

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

295. Legacy!

296. “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 DePree, Herman Miller

297. 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?”

298. 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 you’ve just said. What would it be?” “Do you feel you have an obligation to ‘Make the world a better place’?”

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

300. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

301. 27. Leaders LOVE the New Technology!

302. 100 square feet

303. 28. Needed? Type IV Leadership: Technology Dreamer-True Believer

304. The Golden Leadership Quadrangle: (1) Creator- Visionary … (2) Talent Fanatic-Mentor-V.C. … (3) Inspired Profit Mechanic. (4) Technology Dreamer-True Believer

305. Talent.

306. 29. When It Comes to TALENT … Leaders Always Swing for the Fences!

307. Talent’s Rules 1. Talent = 25/8/53 2. Some people are better than other people. Some people are a helluva lot better than other people 3. Think “Roster” 4. Think “V.C.” 5. Talent = Brand 6. Talent is what leaders do.

308. 30. Leaders Don’t Create “Followers”: THEY CREATE LEADERS!

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

310. 31. Leaders “Win Followers Over”

311. WHAT AN IDIOT: “Instead of employees being in the driver’s seat, now we’re in the driver’s seat.”

312. PJ: “Coaching is winning players over.”

313. Passion.

314. 32. Leaders … Out Their PASSION!

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

316. 33. Leaders Know: ENTHUSIASM BEGETS ENTHUSIASM!

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

318. “Until there is commitment there is hesitancy, the chance to draw back. Concerning all acts of initiative and creation, there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too. All sorts of things occur to help one that would never otherwise have occurred. Whatever you can do or dream you can, begin it. Boldness has genius, power and magic in it. Begin it now!” —Johann Wolfgang von Goethe

319. 34. Leaders Are … in a Hurry

320. The Urgency Factor: LEADERS … have a distorted sense of time. (E.g.: Rummy thinks he asked months ago … it was the day before yesterday.)

321. 35. Leaders Focus on the SOFT STUFF!

322. “Soft” Is “Hard ” - ISOE

323. 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. TP’s final words: CYNICISM SUCKS.]

324. “Ph.D. in leadership. Short course: Make a short list of all things done to you that you abhorred. Don’t do them to others. Ever. Make another list of things done to you that you loved. Do them to others. Always.” — Dee Hock

325. The “Job” of Leading.

326. 36. Leaders Know It’s ALL SALES ALL THE TIME.

327. TP: If you don’t LOVE SALES … find another life. (Don’t pretend you’re a “leader.”) (See TP’s The Project50.)

328. 37. Leaders LOVE “POLITICS.”

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

330. 38. But … Leaders Also Break a Lot of China

331. If you’re not pissing people off, you’re not making a difference!

332. 39. Leaders Give … RESPECT!

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

334. Amen! “What creates trust, in the end, is the leader’s manifest respect for the followers.” — Jim O’Toole, Leading Change

335. 40. Leaders Say “ Thank You.”

336. “The two most powerful things in existence: a kind word and a thoughtful gesture.” Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]

337. “We look for... “... listening, caring, smiling, saying ‘Thank you,’ being warm.” — Colleen Barrett, President, Southwest Airlines

338. 41. Leaders Are … Curious.

339. TP/08.2001: The Three Most Important Letters … WHY?

340. 42. Leadership Is a … Performance.

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

342. 43. Leaders … Are The Brand

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

344. 44. Leaders … Have a GREAT STORY!

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

346. Leaders don’t just make products and make decisions. Leaders make meaning. – John Seely Brown

347. Introspection.

348. 45. Leaders … Enjoy Leading.

349. “Warren, I know you want to ‘be’ president. But do you want to ‘do’ president?”

350. 46. Leaders … KNOW THEMSELVES.

351. Individuals (would-be leaders) cannot engage in a liberating mutual discovery process unless they are comfortable with their own skin. (“Leaders” who are not comfortable with themselves become petty control freaks.)

352. 47. But … Leaders have MENTORS.

353. The Gospel According to TP: Upon having the Leadership Mantle placed upon thine head, thou shalt never hear the unvarnished truth again!* (*Therefore, thy needs one faithful compatriot to lay it on with no jelly.)

354. 48. Leaders … Take Breaks.

355. Zombie! Zombie!

356. The End Game.

357. 49. Leaders ??? :

358. “Leadership is the PROCESS of ENGAGING PEOPLE in CREATING a LEGACY of EXCELLENCE.”

359. “ ‘It’s only business, not personal’ … IT ALWAYS IS PERSONAL.”

360. “Hire smart – go bonkers – have grace – make mistakes – love technology – start all over again.”

361. “LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON ROLLER BLADES”

362. 50. Leaders Know WHEN TO LEAVE!

363. “In Tom’s world it’s 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

364. The Re-imagineer’s Credo … or, Pity the Poor Brown * Technicolor Times demand … Technicolor Leaders and Boards who recruit … Technicolor People who are sent on … Technicolor Quests to execute … Technicolor (WOW!) Projects in partnership with … Technicolor Customers and … Technicolor Suppliers all of whom are in pursuit of … Technicolor Goals and Aspirations fit for … Technicolor Times. *WSC

365. “In Italy for 30 years under the Borgias they had warfare, terror, murder, bloodshed—and produced Michelangelo, da Vinci and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did they produce—the cuckoo clock.” Orson Welles, as Harry Lime, in “The Third Man”