1. Tom Peters’ Seminar2002 Leading in Totally Screwed- Up Times! ExpoManagement Congress/ MexicoDF/07June2002

2. When “Good” = Bad.

3. 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

4. “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

5. The Context. An Age of Limitless Possibilities.

6. 1 day 2001 = Year’s trade in 1949, year’s FEX in 1979, year’s global calls in 1984. Source: Charles Handy, The Elephant and the Flea

7. CEOs appointed after 1985 are 3X more likely to be fired than CEOs appointed before 1985 Warren Bennis, MIT Sloan Management Review

8. “There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate.” Steve Case

9. Help Wanted: Leaders with nerve!

10. The Leadership 50

11. The Basic Premise. “Orders” Don’t Work in Crazy Times.

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

13. “I don’t know.”

14. Leadership = Uncertain Voyages of Mutual Discovery Effective leaders (1) provide a context which is marked by (2) access to a luxuriant portfolio of exciting & worthwhile opportunities (WOW projects) which (3) allow people to fully express their innate curiosity and (4) engage in a vigorous discovery voyage on which those people (5) go to-create places they (and their leaders) had never dreamed existed—and then the leaders (6) applaud like mad, stage “photo- ops,” and ring the church bells 100 times to commemorate the bravery of their followers’ explorations!

15. 1A. Leaders Try … Not to Screw Things Up.

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

17. The Essential Leadership Types.

18. 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.

19. “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

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

21. 2A. Great Leading = Great Mentoring.

22. T.A.: 3

23. 2B. Great Leaders are … Great V.C.s.

24. “Basically [Omnicom’s John] Wren makes aggressive bets on entrepreneurs and gives them tremendous autonomy, on the assumption that the risk-taking will pay off in new ideas, connections, businesses, and, yes, revenues and profits. … ‘Omnicom operates like a venture-capital firm,’ says Sir Martin Sorrell [of WPP].” B usiness 2.0 (09.17.2001)

25. Silicon Valley Success Secret No. 1 “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

26. Think portfolio!

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

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

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

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

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

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

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

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

35. 6A. The Leader Is Rarely/Never the Best Performer.

36. 33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver—0. Tom Kelly—0. Jim Leyland—0. Walter Alston—1AB. Tony LaRussa—132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky Anderson—1 season.

37. The Messy Leadership Dance.

38. 7. Leaders … SHOW UP!

39. Rudy!

40. 8. Leaders … LOVE the MESS!

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

42. 9. Leaders DO!

43. 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!)

44. 9A. Leaders Re -do.

45. “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 Seth Godin

46. 10. BUT … Leaders Know When to Wait.

47. Tex Schramm: The “too hard” box!

48. 11. Leaders … DELIVER!

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

50. 11B. Leaders Are … Optimists.

51. Hackneyed but none the less true: LEADERS SEE CUPS AS “HALF FULL.”* *Leaders aren’t allowed bad days!

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

53. 12. BUT … Leaders Are Realists/Leaders Win Through LOGISTICS!

54. The “Pagonis Imperative”!

55. 13. Leaders FOCUS!

56. “To Don’t ” List

57. 14. Leaders … Set CLEAR DESIGN SPECS.

58. 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!

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

60. 15. Leaders … Send V-E-R-Y Clear Signals About Design Specs!

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

62. It’s All About Relationships.

63. 16. Leaders Trust in TRUST !

64. Credibility !

65. 17. Leaders … Understand the Ultimate Power of RELATIONSHIPS.

66. 18. Leaders Know … Women Roar/ Women Rule.

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

68. 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 SecretJudy B. Rosener

69. If It Ain’t Broke … Break It.

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

71. “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” Dee Hock

72. Leaders “dump the ones who brung ’em” — Nokia, HP, 3M, PerkinElmer, Corning, etc.

73. The [New] G e Way DYB.com

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

75. “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)

76. “Organize” for … performance & customer satisfaction. “Disorganize” for … renewal & innovation.

77. 21. Leaders … HONOR THE USURPERS.

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

79. 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

80. !

81. 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

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

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

84. 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 Bob Sutton

85. 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)

86. 22. Leaders … HANG OUT WITH FREAKS!

87. 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

88. Advice to Corporate Leaders: “Consider the metaphor of the windmill: You can harness raw power but you can’t control it. … Hire artists, clowns, or other disrupters to come in and challenge your corporate environment. … Hire a corporate anthropologist to analyze how tolerant your organization is of deviants and other innovators. … Once the anthropologist leaves, hire a shaman to drive out the evil spirits of conformity. …” Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)

89. Leaders know … WE BECOME WHO WE HANG OUT OUT WITH!

90. 23. Leaders Make [Many!] Mistakes – and MAKE NO BONES ABOUT IT!

91. Sam’s Secret #1!

92. “The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles. ” —Newsweek/ Paul Saffo (03.02)

93. Read This! Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation

94. 24. Leaders Make … BIG MISTAKES!

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

96. Create.

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

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

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

100. “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

101. 26. Leaders … Make Their Mark / Leaders … Do Stuff That Matters

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

103. Brand = You Must Care! “Success means never letting the competition define you. Instead you have to define yourself based on a point of view you care deeply about.” Tom Chappell, Tom’s of MaineTom’s of Maine

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

105. 26. Leaders Pursue DRAMATIC DIFFERENCE!

106. 1 st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing.” Source #1: Personal Passion) 2 ND Law: REAL REASON TO BELIEVE (Stand & Deliver!) 3 RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It: “intent to purchase” – 100%; “unique” – 0% to 5%) Source: Jump Start Your Business Brain, Doug HallDoug Hall

107. “They [consumer goods company] have acquired a bunch of products, which is what everyone is doing. But what’s the point, the message, the story line, the Big Idea that makes ‘it’ all hang together?” —Exec, major consumer goods company

108. 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

109. Joe J. Jones 1942 – 2002 HE HIT QUARTERLY EARNINGS TARGETS 44 TIMES IN A ROW.

110. 27. Leaders LOVE the New Technology!

111. 100 square feet

112. E.g. … Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in 3 years. Source: BW (01.28.02)

113. “There’s no use trying,” said Alice. “One can’t believe impossible things.” “I daresay you haven’t had much practice,” said the Queen. “When I was your age, I always did it for half an hour a day. Why, sometimes I’ve believed as many as six impossible things before breakfast.” Lewis Carroll

114. I’net … … allows you to dream dreams you could never have dreamed before!

115. 27A. Needed? Type IV Leadership: Technology Dreamer-True Believer

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

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

118. “The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices and similar quality.” Kjell Nordström and Jonas Ridderstråle, Funky Business

119. “Companies have defined so much ‘best practice’ that they are now more or less identical.” Jesper Kunde, A Unique Moment Jesper Kunde

120. The Big Day!

121. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

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

123. 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).

124. “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)

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

126. “We want to be the air traffic controllers of electrons.” Bob Nardelli, GE Power Systems

127. “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

128. The Big Idea: Customer Satisfaction to Customer Success

129. 29. Leaders … Demolish Stovepipes!

130. “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 Organization Limits.

131. “In an era when terrorists use satellite phones and encrypted email, US gatekeepers stand armed against them with pencils and paperwork, and archaic computer systems that don’t talk to each other.” Boston Globe (09.30.2001)

132. Innovation & Speed’s “New Basics” 1. XFTs are the “culture.” 2. Project-centric. 3. Open “talent market.” 4. “Cause-based” projects. 5. Ubiquitous “open systems” IS—at home & throughout supply chain. Web based. 6. F-L-A-T. 7. Selective FIRINGS!

133. Richard L. Smith 1986-2002 He “Stovepiped”

134. Talent.

135. 30. When It Comes to TALENT … Leaders Always Swing for the Fences!

136. 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 (05.17.00)Ed Michaels

137. “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

138. Message: Some people are better than other people. Some people are a helluva lot better than other people.

139. 31. Leaders Don’t Create “Followers”: THEY CREATE LEADERS!

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

141. 32. Leaders “Win Followers Over”

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

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

144. 33. Leaders “Manage” Their EVP/ Internal Brand Promise.

145. MantraM3 Talent = Brand

146. EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward Source: Ed Michaels et al., The War for Talent

147. Passion.

148. 35. Leaders Know: ENTHUSIASM BEGETS ENTHUSIASM!

149. BZBZ: “I am a … Dispenser of Enthusiasm!”

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

151. “Vision is a love affair with an idea.” —Boyd Clarke & Ron Crossland, The Leader’s Voice

152. 35. Leaders Focus on the SOFT STUFF!

153. “Soft” Is “Hard ” - ISOE

154. 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.]

155. !

156. 36. Leaders Know … “Culture Change” Takes But a Minute. (No Bull!)

157. What Do I “Do” First? One Minute Excellence!* *Thomas Watson

158. Culture Change is not “Corporate.” Culture Change is not a “Program.” Culture change does not take “Years.” Culture Change does not start “Today.” Culture Change starts Right Now! Culture Change Lives in the Moment! Culture Change is Entirely in Your Hands!

159. The “Job” of Leading.

160. 37. Leaders Know It’s ALL SALES ALL THE TIME.

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

162. 37A. Leaders LOVE “POLITICS.”

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

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

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

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

167. Joe J. Jones 1942 – 2002 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

168. 39. Leaders Give … RESPECT!

169. “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

170. 40. Leaders Are … Graceful.

171. “My favorite word is grace – whether it’s amazing grace, saving grace, grace under fire, Grace Kelly. How we live contributes to beauty – whether it’s how we treat other people or the environment.” Celeste Cooper, designer

172. Rodale’s on “Grace” … elegance … charm … loveliness … poetry in motion … kindliness.. benevolence … benefaction … compassion … beauty

173. 40A. Leaders Say “ Thank You.”

174. “The deepest human need is the need to be appreciated.” William James

175. “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]

176. 41. Leaders Are … Curious.

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

178. 42. Leadership Is a … Performance.

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

180. 43. Leaders … Are The Brand

181. Brand = Character: “WHO ARE WE ?”

182. The BRAND lives (OR DIES) in the “minutiae” of the leader’s moment- to-moment actions.

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

184. 44. Leaders … Have a GREAT STORY!

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

186. “Stories of identity – narratives that help individuals think about and feel who they are, where they come from, and where they are headed – constitute the single most powerful weapon in the leader’s arsenal.” Howard Gardner, Leading Minds: An Anatomy of Leadership

187. “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

188. Leaders don’t just make products and make decisions. Leaders make meaning. – John Seeley Brown

189. 45A. Leaders Create BUZZ!

190. “Some people look for things that went wrong and try to fix them. I look for things that went right and try to build on them.” —Bob Stone/ Mr. Rego/ Confessions of an Uncivil Servant

191. REAL Org Change: Demos & Models (“Model Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned to reinvent gov’t”)/ Stories & Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders & Recognition (Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers (networking mania)/ Protectors / Support Groups / End Runs—“Pull Strategy” (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus (3 COs) (long way away)/ Speed (O.O.D.A. Loops—act before the “bad guys” can react) C.f., Bob Stone, Confessions of an Uncivil Servant

192. Introspection.

193. 46. Leaders … Enjoy Leading.

194. Warren’s “Whoops Moment” …

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

196. 46A. Leaders … KNOW THEMSELVES.

197. 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.)

198. 46B. But … Leaders have MENTORS.

199. 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.)

200. 47. Leaders LAUGH!

201. Beware the Office that Feels Like a Tomb

202. 47A. But … Leaders Know “It’s My Fault.”

203. You recruited ’em. You hired ’em. You trained ’em. You evaluated ’em. You “motivated” ’em.

204. 48. Leaders … Take Breaks.

205. ?????? Zombie! Zombie! Zombie!

206. The End Game.

207. 49. Leaders ??? :

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

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

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

211. Bonus: Boss Talk

212. Boss Talk/WSJ Provide a simple, clear, exciting & energizing focus. Obsess on TALENT. Speed > Perfection. (Clarity, motivation, rapid adjustment.) Leap > Line extension. (Beware “me-too,” perfecting yesterday.) Tell the truth. Control your calendar. Get out of the office. Listen to customers face-to-face—at their place.

213. 50. Leaders Know WHEN TO LEAVE!

214. Thank You !