Tom Peters’ EXCELLENCE. ALWAYS. ZIM Integrated Shipping Services NEWAVE08/AgenTeam 02 July 2008/Macau (Taipa-Coloane)

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

Auckland/pm taipei/vp singapore/pm bangkok/dpm flanders amsterdam/MP s barcelona/m a Kuala Lumpur/CM lisbon/m a dublin/pm buenos aires são paulo Warsaw/MP s london/mp s milan SEOUL/M a mexico d.f./m istanbul/dpm dubai/rfm oman/rfm usa stockholm/mp s mauritius/pm johannesburg bucharest/CM

Slides at … tompeters.com

Thank you Ike, Ben and Delaware

“Allied commands depend on mutual confidence [and this confidence] is gained, above all through the development of friendships.” of friendships.” —General D.D. Eisenhower, Armchair General* (05.08) *“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future coalition command it was a quality that would pay great dividends during his future coalition command

Give good tea!

“eighty percent of success is showing up.” —Woody Allen

l (+21) = L(-21)

Thank you Rich!

“Mapping your competitive position”* or … *Rich D’Aveni/HBR

The “Have you …” 50* *See Appendix One

1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? * * Note: See APPENDIX ONE for full list 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? * * Note: See APPENDIX ONE for full list

#1

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

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

Dick Kovacevich: You don’t get better by being bigger. You get worse.”

“Data drawn from the real world attest to a fact that is beyond our control: —Norberto Odebrecht, Education Through Work “Data drawn from the real world attest to a fact that is beyond our control: Everything in existence tends to deteriorate.” —Norberto Odebrecht, Education Through Work

#1.1

#1 Exporter?

#4 Japan #3 USA #2 China #1 Germany

Reason??!! Mittelstand

Or … Goldmann Produktions (11/50%/$5M/”dip and coat,” expensive pigments vs “through coloring,” fades Bekro Chemie)

#2

1/42

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

“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 # 5. By the time our rivals are ready with wires and screws, we are on version ready with wires and screws, we are on version # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg

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

Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” —Michael Schrage

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”

#3

2-5/42

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

Enemy #1 I.C.D. Note 1: Inherent/Inevitable/ Immutable Centralist Drift Note 2: Jim Burke’s 1-word vocabulary: “No.”

Decentralization vs Centralization = “That’s All There Is” (from childrearing 101 to the Federalist Papers to Org.2007) Decentralization vs Centralization = “That’s All There Is” (from childrearing 101 to the Federalist Papers to Org.2007)

Ex-e- cu-tion!

“ 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

(1) sum of Projects = Goal (“Vision”) (2) sum of Milestones = project (3) rapid Review + Truth-telling = accountability (1) sum of Projects = Goal (“Vision”) (2) sum of Milestones = project (3) rapid Review + Truth-telling = accountability

Ac-count- a-bil-ity!

CF: 30% (no salesfolk) MH: 80% (salesfolk)

“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)

6:15A.M.

DECENTRALIZATION. EXECUTION. ACCOUTABILITY. 6 :15A.M.

#3.1

K.i.s.s. *Keep It Simple, Stupid

90K in U.S.A. ICUs on any given day; 178 steps/day in ICU. 50% stays result in “serious complication” Source: Atul Gawande, “The Checklist” (New Yorker, )

Case: The “simple” Checklist!

** Peter Pronovost, Johns Hopkins, 2001 **Checklist, line infections **1/3 rd at least one error when he started **Nurses/permission to stop procedure if doc, other not following checklist **In 1 year, 10-day line-infection rate: 11% to … 0% Source: Atul Gawande, “The Checklist” (New Yorker, )

**Docs, nurses make own checklists on whatever process-procedure they choose **Within weeks, average stay in ICU down 50% Source: Atul Gawande, “The Checklist” (New Yorker, )

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

“Beware of the tyranny of making S mall Changes to Small Things. Rather, make Big Changes to Big Things … using Small, Almost Invisible Straightforward Levers with Big Systemic Impact.” —TP

“Everything matters” -80% Source: Nudge, Richard Thaler and Cass Sunstein, etching of fly in the urinal reduces “spillage” by 80%, Schiphol Airport reduces “spillage” by 80%, Schiphol Airport

#4

+1/42

X =XFX* * Excellence = Cross-functional Excellence

**Stanford/Hagadorn/Interdisciplinary raison d’être **Conoco/geologists-geophysicists **Old HP/R&D-Sales **Schlumberger IPM-IBM Global Services- UPS Logistics, HP-EDS (“bet the company” on integrating others’ product and service delivery throughout the supply chain) **GSK/7 CEDDs **Chiat/Day **Batalden/DHMC/“clinical microsystems” **JCS assignment pre-Flag **Etc. **Etc.

The “XF-50”: 50 Ways to Enhance Cross- Functional Effectiveness and Deliver Speed, “Service Excellence” and “Value- added Customer ‘Solutions’”

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

Never waste a lunch!* Never waste a lunch!*

???? ???? % XF lunches* *Measure!

8. “XF work” is the direct work of leaders! 9. “Integrated solutions” = Our “Culture.” (Therefore: XF = Our culture.) 10. Partner with “best-in-class” only. Their pursuit of Excellence helps us get beyond petty bickering. An all-star team has little time for anything other than delivering on the (big) Client promise. 11. All functions are created equal! All functions contribute equally! All = All. 12. All functions are “PSFs,” Professional Service Firms. “Professionalism” is the watchword—and true Professionalism rise above turf wars. You are your projects, your legacy is your projects—and the legacy will be skimpy indeed unless you pass, with flying colors, the “works well with others” exam! 13. We are all in sales! We all (a-l-l) “sell” those Integrated Client Solutions. Good salespeople don’t blame others for screw-ups—the Clint doesn’t care. Good salespeople are “quarterbacks” who make the system work-deliver. 14. We all invest in “wiring” the Client organization—we develop comprehensive relationships in every part (function, level) of the Client’s organization. We pay special attention to the so-called “lower levels,” short on glamour, long on the ability to make things happen at the “coalface.” 15. We all “live the Brand”—which is Delivery of Matchless Integrated Solutions which transform the Client’s organization. To “live the brand” is to become a raving fan of XF co-operation.

??????? “Success doesn’t depend on the number of people you know; it depends on the number of people you know in high places!” or “Success doesn’t depend on the number of people you know; it depends on the number of people you know in low places!”

1. Most Tries Wins 2. DECENTRALIZATION. 3. EXECUTION. 4. ACCOUTABILITY :15A.M. 6. XFX

#5

Hard Is Soft Soft Is Hard

—it is the game.” “ 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. [Yet] 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

#5.1

Hard Is Soft Soft Is Hard

R.O.I.R.

R eturn O n I nvestment In R elationships

“The capacity to develop close and enduring relationships is the mark of a leader. Unfortunately, many leaders of major companies believe their job is to create the strategy, organization structure and organizational processes—then they just delegate the work to be done, remaining aloof from the people doing the work.” —Bill George, Authentic Leadership

FYI: “Relationship power” = “Monopoly power”

FYI: “Sustainable competitive advantage” = “Relationship-based advantage” (period.)

#5.2

“The four most important words in any organization are … ‘What do you think?’ ” are … ‘What do you think?’ ” Source: courtesy Dave Wheeler, posted at tompeters.com, source of posted at tompeters.com, source of original unknown ( ) original unknown ( )

18” Source: How Doctors Think, Jerome Groopman Source: How Doctors Think, Jerome Groopman

#5.3

Hard Is Soft Soft Is Hard

THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE. Relationships (of all varieties) : THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.

#5.4

“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” —Henry Clay

#5.5

Attending to the “Last 98%”: the “Last 98%”: The New The New Management “Science,” or … “Hard Is Soft, “Hard Is Soft, Soft Is Hard” Soft Is Hard” NOTE: Complete section at APPENDIX 2

S = f( ___ ) Success Is a Function of … Function of …

S = ƒ(#&DR; -2L, -3L, 4L; I&E) Number and depth of relationships 2, 3, and 4 levels down, inside and outside the organization S = ƒ(SD>SU) Sucking down is more important than sucking up—the idea is to have the entire organization working for you. S = ƒ(#non-FF, #non-FL) Number of friends, number of lunches with people not in my function S = ƒ(#FF) Number of friends in the finance function-organization S = ƒ(OF) Oddball friends S = ƒ(PDL) Purposeful, deep listening—this is very hard

#6

EXCELLENCE. VALUE ADDED. UP THE LADDER. NoT Optional.

TRANSACTIONS Services Goods Raw Materials The Value-added Ladder/TRANSACTIONS Services Goods Raw Materials

#6.1

EXCELLENCE. VALUE-ADDED LADDER. SOLVE IT.

“M” = $0

IB M : $55B* *Also HP-EDS

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

“Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models. $500 billion a year Planetary Rainmaker-in-Chief! “Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models. The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year —that technology companies have never been able to touch.” —Fortune

“THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.”: “IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.” Source: BusinessWeek cover story, January 2008

“Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW “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 (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

MasterCard Advisors

California Closets: “a whole-life upgrade, not just a tidy bedroom.” —WSJ/ , “Why the Container- Store Guy Wants to Be Your Therapist”

Huge: Satisfaction Success Huge: Customer Satisfaction versus Customer Success

The Value-added Ladder/TRANSFORMATION Customer Success/ Gamechanging Solutions Services Goods Raw Materials

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

The Value-added Ladder/TRANSFORMATION Customer Success through Implemented Gamechanging Solutions* Services Goods Raw Materials *Subject-matter Professionals and Organization Effectiveness Experts (Degree: MBA, Organizational Psychology)

#6.1.1

EXCELLENCE. SOLVE IT. NO OPTION. PSF. (PSF++)

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

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

PSF Answer: PSF

“Principal Engine of Value Added” Are you the … “Principal Engine of Value Added” *E.g.: Your R&D budget as robust as the New Products team?

#6.1.2

The “PSF35” : Thirty-Five Professional Service Firm Marks of Excellence

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

11. Always team with client: “full partners in achieving memorable results” (Wanted: “Chimeras of Moonstruck Minds”!) 12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project 13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career” 14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go) 15. IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE” 16. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT (“Teach a man to fish …”) 17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE? The PSF35: The Client Experience 11. Always team with client: “full partners in achieving memorable results” (Wanted: “Chimeras of Moonstruck Minds”!) 12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project 13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career” 14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go) 15. IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE” 16. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT (“Teach a man to fish …”) 17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?

UniCredit Group/ UniCredito Italiano* ** —3 rd party measurement —Customer-initiated measurement —Primary $$$$ incentives —“Factories” —Primary Corporate Initiative —Etc *#13 **TP/#1

Ideal “finance staffer”: **Full-scale “business partner” [“CFO”?] to the/each department [“CFO”?] to the/each department she serves. she serves. **Not cop—obsessed instead with value-added value-added **Integration first, “stovepipe” secondary secondary**MBWA/bigtime **Networker to the rest of Finance

#6.1.3

Psf. Bedrock.

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)

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

“Corporation” as Mega-“PSF” (Professional Service Firm*) Big Idea: “Corporation” as Mega-“PSF” (Professional Service Firm*) * “Virtual” Collection of Entrepreneurially-minded Professionals (“Talent”/“Roster”) Creating/Applying Intellectual Capital (“Work Product”)

“Principal Engine of Value Added” Are you the … “Principal Engine of Value Added” *E.g.: Your R&D budget as robust as the New Products team?

#6.2

EXCELLENCE. VALUE-ADDED LADDER. EXPERIENCE IT.

“ 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

“We have identified a ‘third place.’ “The [ Starbucks ] Fix” Is on … “We have identified a ‘third place.’ And I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.” —Nancy Orsolini, District Manager

The Value-added Ladder/ MEMORABLE CONNECTION Spellbinding Experiences* Customer Success/Implemented Gamechanging Solutions Services Goods Raw Materials *Theatrical Skills (Degree: Theater Arts)

TGR [Things Gone WRONG/Things Gone RIGHT] TGR [Things Gone WRONG/Things Gone RIGHT]

2-cent candy

#7

We are the company we keep we keep

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

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

“ Diverse groups of problem solvers — groups of people with diverse tools — consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversity trumped ability. ” — Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

#9

EXCELLENCE. BEDROCK. LEADERSHIP. THE 9Ps.

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

“I am a … Dispenser of Enthusiasm!” —Ben Zander

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

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

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

MBWA

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

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

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

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

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

#10

“Excellence can be obtained if you:... care more than others think... care more than others think is wise;... risk more than others think is wise;... risk more than others think is safe;... dream more than others think is safe;... dream more than others think is practical;... expect more than others think is practical;... expect more than others think is possible.” is possible.” Source: Anon. tompeters.com by K.Sriram, November 27, :17 AM)

Excellence Is a Universal Striving. a Universal Striving. If Not Excellence, What? If not excellence now, when?