1. Tom Peters’ EXCELLENCE. ALWAYS. Istanbul/17October2006

2. tompeters.com Slides* at … tompeters.com *also “long”

3. The Irreducible209+/ Words+/ The Sales122/ 60TIBs/ Tom-A-to, Tom-ah-to

4. EXCELLENCE. ALL YOU NEED TO KNOW.

5. 25

6. MBWA

7. MBWA, Grameen Style! “Conventional banks ask their clients to come to their office. It’s a terrifying place for the poor and illiterate. … The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people. … If any staff member is seen in the office, it should be taken as a violation of the rules of the Grameen Bank. … It is essential that [those setting up a new village Branch] have no office and no place to stay. The reason is to make us as different as possible from government officials.” Source: MBWA, Grameen Style! “Conventional banks ask their clients to come to their office. It’s a terrifying place for the poor and illiterate. … The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people. … If any staff member is seen in the office, it should be taken as a violation of the rules of the Grameen Bank. … It is essential that [those setting up a new village Branch] have no office and no place to stay. The reason is to make us as different as possible from government officials.” Source: Muhammad Yunus, Banker to the Poor

8. “hard” is “soft.” “soft” is “Hard.”

9. EXCELLENCE. THE SETTING.

10. 5 (Years) /42 (New Airports)

11. 8 … in Thailand “One Singaporean worker costs as much as … 3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.” Source: The Straits Times/2003

12. “ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” “ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” —Charles Darwin

13. 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

14. 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

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

16. C.E.O. C.D.O. C.E.O. to C.D.O.

17. EXCELLENCE. STARTERS. BASICS. K.I.S.S.

18. crave Franchise Lost! TP: “ How many of you [600] really crave a new Chevy?”

19. FordGM Chrysler bad “ Ford, GM and Chrysler do not just make cars expensively … they make bad cars expensively.” —Investec analyst, International Herald, 0805.06

20. People. Product. Clients. Execution. Enthusiasm. Excellence.

21. BASICS K.I.S.S.

22. People. Product. Clients. Execution. Enthusiasm. Excellence. Resilience.

23. People. Product. Clients. Execution. Enthusiasm. Excellence. Resilience. Relentlessness.

24. “Success seems to be largely a matter of hanging on after others have let go.” “90% of success is showing up.”) “Success seems to be largely a matter of hanging on after others have let go.” —William Feather, author* (*c.f. Woody Allen: “90% of success is showing up.”)

25. People. Product. Clients. Execution. Enthusiasm. Excellence. Resilience. Relentlessness. Senility.

26. 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

27. BASICS K.I.S.S.

28. P = R - C MBA-On-A-Single-Slide P = R - C

29. “Analysts … preferred cost cutting They said, ‘Oh my gosh, you need revenues to grow earnings over time.’ Well, Duh!” “Analysts … preferred cost cutting, as long as they could see two or three years of EPS growth. I preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so many got caught, and earnings went to hell. They said, ‘Oh my gosh, you need revenues to grow earnings over time.’ Well, Duh!” —Dick Kovacevich, Wells Fargo

30. C R C R O* *Chief Revenue Officer

31. EXCELLENCE. THE WORD.

32. Purity Transcendence Virtue Elegance Majesty Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

33. EXCELLENCE. GAMECHANGER.

34. 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”

35. EXCELLENCE. ASPIRATION. YOU & ME.

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

37. EXCELLENCE. INNOVATE. OR. DIE.

38. Only the constant pursuit of innovation can ensure long-term success.” “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

39. You don’t get better by being bigger. You get worse.” “ I don’t believe in economies of scale. You don’t get better by being bigger. You get worse.” —Dick Kovacevich/Wells Fargo

40. I’m sure there are success stories out there, but at this moment I draw a blank.” “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered: I’m sure there are success stories out there, but at this moment I draw a blank.” —Mark Sirower, The Synergy Trap

41. EVERYTHING YOU THOUGHT YOU KNEW ABOUT INNOVATION IS WRONG

42. The Mess Is the Message! Period!

43. An Economic Interpretation of the Constitution of the United States The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger Tube: The Invention of Television Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World The Soul of a New Machine Rosalind Franklin: The Dark Lady of DNA The Blitzkrieg Myth The Mess Is the Message! Period! An Economic Interpretation of the Constitution of the United States —Charles Beard (1913) The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger —Marc Levinson Tube: The Invention of Television —David & Marshall Fisher Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World —Jill Jonnes The Soul of a New Machine —Tracy Kidder Rosalind Franklin: The Dark Lady of DNA —Brenda Maddox The Blitzkrieg Myth —John Mosier

44. Get mad. Do something about it. Now.

45. Innovation Tactics

46. We become who we spend time with!

47. 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 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

48. The Bottleneck Is at the Top of the Bottle” At the top!” “ 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/Harvard Business Review

49. Find ’em!

50. “ Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.” “ Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.” —Bob Stone (Mr ReGo)

51. Stories! Heroes!

52. send them on an adventure!

53. become more than they’ve ever been before, more than they’ve dreamed of being.” “ The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance

54. build a Parallel universe!

55. 1% “SkunkWorks”/ “ParallelUniverse” “the 1% solution” Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC)

56. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.

57. 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 you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

58. drill.

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

60. do things.

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

62. No. 5 “We made mistakes, of course. Most of them were omissions we didn’t 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, we’re already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10. It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg

63. READY. FIRE! AIM. READY. FIRE! AIM. Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)

64. 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”

65. tolerate [encourage?] failure

66. “Fail. Forward. Fast.” “Fail faster. Succeed Sooner.” “Fail. Forward. Fast.” High Tech CEO, Pennsylvania “Fail faster. Succeed Sooner.” David Kelley/IDEO

67. Sam’s Secret #1!

68. Speed/ Tempo

69. We sell speed.” “We don’t sell insurance anymore. We sell speed.” Peter Lewis, Progressive

70. FedEx Economy “the FedEx Economy” —headline/New York Times/10.08.05

71. Anything/ Anywhere/ Anytime “Any3”: Anything/ Anywhere/ Anytime

72. go for it

73. systematically set out to build entirely new industries” “[Immelt] is now identifying technologies with which GE will … systematically set out to build entirely new industries” —Strategy+Business, Fall 2005

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

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

76. EXCELLENCE. VALUE ADDED. UP THE LADDER.

77. EXCELLENCE. VALUE-ADDED LADDER I. SOLVE IT.

78. $55B

79. Up, Up, Up, Up Up, Up, Up, Up the Value-added Ladder.

80. STUFF ‘N’ THINGS Goods Raw Materials The Value-added Ladder/ STUFF ‘N’ THINGS Goods Raw Materials

81. TRANSACTIONS Services The Value-added Ladder/Stuff & TRANSACTIONS Services Goods Raw Materials

82. OPPORTUNITY-SEEKING Gamechanging Solutions The Value-added Ladder/ OPPORTUNITY-SEEKING Gamechanging Solutions Services Goods Raw Materials

83. EXCELLENCE. NECESSITY. OPPORTUNITY.

84. you’ve become irrelevant to your customers.” “ ‘Outsourcing’ is over-emphasized. Those who fear outsourcing should in fact be afraid of irrelevance;‘outsourcing’ is just another way of saying that … you’ve become irrelevant to your customers.” —John Battelle/Point/Advertising Age/07.05

85. “support function” / “cost center”/ “overhead” or … “support function” / “cost center”/ “overhead” or …

86. “ Rock Stars of the Age of Talent” Are you … “ Rock Stars of the Age of Talent”

87. Managing Partner, ISInc. Department Head to … Managing Partner, IS [HR, R&D, etc.] Inc.

88. PSF Brand You Wow! Projects 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 )

89. EXCELLENCE. ATTITUDE. TRANSFORMATION. PSF.

90. Full Partner- Leader in Lifetime Value-added Maximization “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)

91. EXCELLENCE. VALUE-ADDED LADDER II. EXPERIENCE IT.

92. “ Experiences are as distinct from services as services are from goods.” “ Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

93. “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 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

94. Up, Up, Up, Up Up, Up, Up, Up the Value-added Ladder.

95. MEMORABLE CONNECTION Spellbinding Experiences The Value-added Ladder/ MEMORABLE CONNECTION Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

96. EXCELLENCE. #1.

97. Jim’s Group Jim’s Group Jim Penman/“Empire Builders”/MT / Jan/Feb 2006/Australia

98. Jim’s Group : Jim Penman.* 1984: Jim’s Mowing. 2006: Jim’s Group. 2,600 franchisees (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Fencing. Paving. Pool care. Etc. “People first.” Private. Small staff. Franchisees can leave at will. 0-1 complaint per year is norm; cut bad ones quickly. Jim’s Group : Jim Penman.* 1984: Jim’s Mowing. 2006: Jim’s Group. 2,600 franchisees (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Fencing. Paving. Pool care. Etc. “People first.” Private. Small staff. Franchisees can leave at will. 0-1 complaint per year is norm; cut bad ones quickly. *Ph.D. cross-cultural anthropology; mowing on the side Source: MT/Management Today (Australia), Jan-Feb 2006

99. Small Giants: Companies That Choose To Be Great Instead Of Big Small Giants: Companies That Choose To Be Great Instead Of Big —by Bo Burlingham

100. EXCELLENCE. VALUE-ADDED LADDER III. DREAM IT.

101. We sell dreams Furniture vs. Dreams “We do not sell ‘furniture’ at Domain. We sell dreams. This is accomplished by addressing the half-formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.” — Judy George, Domain Home Fashions

102. Up, Up, Up, Up Up, Up, Up, Up the Value-added Ladder.

103. EMOTION Dreams Come True The Value-added Ladder/ EMOTION Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

104. “Dreams Come True”: IBM

105. Dreams Come True Spellbinding Experiences Gamechanging Solutions The (NEW) Value-added Ladder Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

106. EXCELLENCE. SOUL. DESIGN.

107. Design is the only thing that differentiates one product from another in the marketplace.” 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

108. EXCELLENCE. DESIGN. SYSTEMS. K.I.S.S.

109. 450/8

110. Its essence should be describable in one page... If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan.” "A business unit strategy should be less than fifty pages long and should be easy to understand. Its essence should be describable in one page... If you can't describe your strategy in twenty minutes, simply and in plain language, you haven't got a plan.” —Larry Bossidy

111. EXCELLENCE. NEW MARKETS. ENORMOUS. OPPORTUNITIES.

112. EXCELLENCE. OPPORTUNITY. ENORMOUS. WOMEN.

113. the “Women are the majority market” —Fara Warner/The Power of the Purse

114. The Model The Model Selling to men: The TRANSACTION Model Selling to Women: The RELATIONAL Model Source: Selling to Men, Selling to Women, Jeffery Tobias Halter

115. WOMEN. DOMINATE. ECONOMIC. GROWTH.

116. “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

117. EXCELLENCE. OPPORTUNITY. ENORMOUS. RAPIDLY AGING POPULATION.

118. -1% +21% +47% 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47% )

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

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

121. EXCELLENCE. 4/40.

122. 4/40

123. De-cent- ral-iz- a-tion!

124. “If if feels painful and scary—that’s real delegation” “If if feels painful and scary—that’s real delegation” —Caspian Woods, small biz owner

125. Ex-e- cu-tion!

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

127. Ac-count- a-bil-ity!

128. “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.” “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.” —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

129. 6:15A.M.

130. EXCELLENCE. BEDROCK. TALENT.

131. Hire very good people!

132. 20 40 $25$802 “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

133. INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!

134. invites “In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner

135. “free to do his or her absolute best” … “allow its members to discover their greatness.” Leadership’s Mt Everest/Mt Excellence “free to do his or her absolute best” … “allow its members to discover their greatness.”

136. become more than they’ve ever been before, more than they’ve dreamed of being.” “The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance

137. EMPHASIZE THE “SOFT SKILLS.”

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

140. A review of Jack and Suzy Welch’s 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. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s 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. Putting HR on a par with finance and marketing. Second: Putting HR on a par with finance and marketing.

141. SO YOU’RE A “PEOPLE PERSON”? PROVE IT.

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

143. LIVE FOR TALENT!

144. 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. 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

145. Brand = Talent.

146. EXCELLENCE. INDIVIDUAL. BRAND YOU.

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.” “ 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. New Work SurvivalKit.2006 MASTERY! “Manage” to Legacy 1. MASTERY! (Best/Absurdly Good at Something!) 2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!) A “USP”/UNIQUE SELLING PROPOSITIONRolodex Obsession 3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to ENTREPRENEURIAL INSTINCT CEO/LEADER/BUSINESSPERSON/CLOSER Master of Improv horizontal/“colleague”/“mate” loyalty) 5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! 6. CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Sense of Humor Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) Comfortable with Your Skin Intense Appetite for Technology 9. Comfortable with Your Skin (Bring “interesting you” to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your EMBRACE “MARKETING” PASSION FOR RENEWAL Web site? Do you Blog?) 11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer) 12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer) EXECUTION EXCELLENCE! 13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)

149. Distinct Extinct Distinct … or … Extinct

150. EXCELLENCE. BEDROCK. LEADERSHIP.

151. EXCELLENCE. BEDROCK. PURPOSE.

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

153. “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.” “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.” — Howard Schultz, Starbucks (IBD/09.05)

154. “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’?” 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’?”

155. EXCELLENCE. ENTHUSIASM. ENERGY. PASSION.

156. “ Nothing is so contagious as enthusiasm.” “ Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

157. EXCELLENCE. SHOWING UP.

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

159. EXCELLENCE. AIM FOR THE STARS.

160. 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

161. 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. Avoid moderation! 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!

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

163. EXCELLENCE. THE LEADERSHIP23.

164. 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 Leadership23/ML 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. creation business.”) 9. Women. Diversity. 10. Integrity. Credibility. Humanity. Grace. 11. Realism. 12. Cause. Adventures. Quests.

165. 13. Legacy. 14. Best story wins. 15. On the edge. (“Wildest chimera of a Leadership23/ML 13. Legacy. 14. Best story wins. 15. On the edge. (“Wildest chimera of a moonstruck mind.”) moonstruck mind.”) 16. “Reward excellent failures. Punish mediocre successes.” 17. Different > Better. (“Only ones who do 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 Don’t.” Two. 22. Excellence. Always. what we do.”) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. “To Don’t.” Two. 22. Excellence. Always. 23. Nelsonian! (“Other admirals more afraid of losing than anxious to win.”) of losing than anxious to win.”)

166. EXCELLENCE. DREAM. DO.

167. but rather to express him- or herself freely and fully. “No leader sets out to be a leader, but rather to express him- or herself freely and fully. ” — Warren Bennis, On Becoming a Leader

168. “Everyone lives by selling something.” —Robert Louis Stevenson

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

170. EXCELLE ALWAYS.