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

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Part 2 Tom Peters EXCELLENCE. ALWAYS. New Master/05 September 2008

tompeters.com Slides at … tompeters.com

Ten Parts P1.1, P1.2, P1.3, P1.4/Generic P2/Leadership P3/Talent P4/Value-added Ladder P5/New Markets P6/The Equations P7.1/Implementation P7.2/Action P8/13 Guru Gaffes P9/Healthcare P10/The Lists Ten Parts P1.1, P1.2, P1.3, P1.4/Generic P2/Leadership P3/Talent P4/Value-added Ladder P5/New Markets P6/The Equations P7.1/Implementation P7.2/Action P8/13 Guru Gaffes P9/Healthcare P10/The Lists

Part 2

Excellence: The Leadership 50

bedrock.

1. Leaders … serve.

Organizations exist to serve. Period. Leaders live to serve. Period. serve. Period.

The Basic Mechanism.

2. Leadership Is a … Mutual Discovery Process.

– Peter Drucker Ninety percent of what we call management consists of making it difficult for people to get things done. – Peter Drucker

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.

Leaders Mt Everest Test free to do his or her absolute best … allow its members to discover their greatness.

The Dream Manager Matthew Kelly E.g.: An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves. A companys purpose is to become the-best-version-of-itself. The question is: What is an employees purpose? Most would say, to help the company achieve its purposebut they would be wrong. That is certainly part of the employees role, but an employees primary purpose is to become the- best-version-of-himself or –herself. … When a company forgets that it exists to serve customers, it quickly goes out of business. Our employees are our first customers, and our most important customers.

Quests!Quests!Quests!Quests!

Cause (worthy of commitment) Space (room for/encouragement for initiative) Decency (respect, humane)

Cause (worthy of commitment) Space (room for/encouragement for initiative-adventures) Decency (respect, grace, integrity, humane) service (worthy of our clients & extended familys continuing custom) excellence (period)

Cause (worthy of commitment) Space (room for/encouragement for initiative-adventures) Decency (respect, grace, integrity, humane) service (worthy of our clients & extended familys continuing custom) excellence (period) servant leadership

Cause Space Decency service excellence servant leadership

I have always believed that the purpose of the corporation is to be a blessing to the employees. * Boyd Clarke I have always believed that the purpose of the corporation is to be a blessing to the employees. * Boyd Clarke *TP: An organization is, in fact and after all is said and done, a/the house in which most of us live most of the time. is said and done, a/the house in which most of us live most of the time.

Why in the World did you go to Siberia? go to Siberia?

Enterprise* ** (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human concerted human potential in the wholehearted service of others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners potential in the wholehearted service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

… no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed in passionate pursuit of … Excellence.

Organizations Exist to Serve. Period. Leaders Live to Serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domain (a 600SF retail space, a 4-person training department, an urban school, a rural school, a city, a nation), create/ must necessarily create organizations which are no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair (We are all entrepreneursMuhammad Yunus) of diverse individuals (100% creative Talentfrom checkout to lab, from Apple to Wegmans to Janes one-person accountancy in Invercargill NZ) is unleashed in passionate pursuit of jointly perceived soaring purpose (= win a Nobel peace prize like Yunus, or at least do something worthy of bragging about 25 years from now to your grandkids) and personal and community and client service Excellence.

Such Talent unbound pursue Quests (rapidly and relentlessly experimenting and failing and trying again) which surprise and surpass and redefine the expectations of the individual and the servant leader alike. The collective products of these Quests offer the best chance of achieving rapid organizational and individual adaptation to fast-transforming environments, and provide the nutrition for continuing (and sometimes dramatic) re- imaginings which re-draw the boundaries of industries and communities and human achievement and the very conception of of industries and communities and human achievement and the very conception of what is possible. what is possible.

In turn, such organizations, bent upon excellence and re-imaginings based on maximizing human creativity and achievement, will automatically create cadres of imaginative and inspiring and determined servant leaders who stick around to take the organization to another level, and then anotheror, equally or more important, leave to spread the virus of Freedom-Creativity- Excellence-Transforming Purpose by pathfinding new streets, highways and alleyways which vitalize and revitalize, through creative destruction, Entrepreneurial Capitalism, which is the best hope for maximizing collective human Freedom, Happiness, Prosperity, Wellbeingand, one prays, some measure of Peace on earth.

… such organizations, bent upon excellence and re-imaginings based on maximizing human creativity and achievement … vitalize and revitalize, through creative destruction, Entrepreneurial Capitalism, which is the best hope for maximizing collective human Freedom, Happiness, Prosperity, Wellbeingand, one prays, some measure of Peace on earth.

Internal organizational excellence* ** = Deepest Blue Ocean

*A Blue ocean is by definition very profitable … and will be quickly copied. sustainable blue (Internal organizational excellence) is far more difficult to copy.

**Internal organizational excellence =Brand inside

B(I) > B(O)

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

The Leadership Types.

3. Great Leaders on White Horses Are Important – but Great Talent Developers (Type I Leadership) are the Bedrock of Organizations that Perform Over the Long Haul.

Jack didnt have a vision! Whoops: Jack didnt have a vision!

4. But There Are Times When the visionary Type (Type II Leadership) Matters!

A leader is a dealer in hope. Napoleon

5. Find the Businesspeople! (Type III Leadership)

I.P.M. (Inspired Profit Mechanic)

6. All Organizations Need … the Golden Leadership Triangle.

The Golden Leadership Triangle: (1) Talent Fanatic … (2) Visionary … (3) Inspired Profit Mechanic.

7. Leadership Mantra #1: IT ALL DEPENDS!

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

8. The Leader Is Rarely/ Never the Best Performer.

The Leadership Dance.

9. Leaders … SHOW UP!

A body can pretend to care, but they cant pretend to be there. Texas Bix Bender

Its always showtime. Its always showtime. David DAlessandro, Career Warfare

10. Leaders … LOVE the MESS!

If things seem under control, youre just not going fast enough. Mario Andretti

11. Leaders DO!

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

you only find oil if you drill wells. This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter

12. Leaders Re -do.

Phil Crosby is an idiot!

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

13. BUT … Leaders Know When to Wait.

Tex Schramm: The too hard box!

14. Leaders Are … Optimists.

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

Half-full Cups: [Ronald Reagan] radiated an almost transcendent happiness. Lou Cannon

15. Leaders FOCUS!

Dennis, you need a … To-dont List !Dennis, you need a … To-dont List !

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

The one thing you need to know about sustained individual success: Discover what you dont like doing and stop doing it. The one thing you need to know about sustained individual success: Discover what you dont like doing and stop doing it. Marcus Buckingham, The One Thing You Need to Know

16. Leaders … Send V-E-R-Y Clear Signals About Whats Important!

Really Important Stuff: Rogers Rule of Three!

Robinson/American Express Puckett/Hughes Olsen/Digital Mozilo/Countrywide Milliken/Milliken Welch/GE

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

If It Aint Broke … Break It.

17. Leaders … FORGET!/ Leaders … DESTROY!

Forget>Learn The problem is never how to get new, innovative thoughts into your mind, Dee Hock 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

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

18. BUT … Leaders Have to Deliver, So They Worry About Throwing the Baby Out with the Bathwater.

Damned If You Do, Damned If You Dont, 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)Damned If You Do, Damned If You Dont, 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)

19. Leaders … HONOR THE USURPERS.

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

20. Leaders Make [Lots of] Mistakes – and MAKE NO BONES ABOUT IT!

Fail faster. Succeed sooner. David Kelley/IDEO Fail faster. Succeed sooner. David Kelley/IDEO

21. Leaders Make … BIG MISTAKES!

Reward excellent failures. Punish mediocre successes. Phil Daniels Reward excellent failures. Punish mediocre successes. Phil Daniels

Create.

22. Leaders Know that THERES MORE TO LIFE THAN LINE EXTENSIONS. Leaders Love to … CREATE NEW MARKETS.

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

YESBANK* *Commerce Bank

23. Leaders … Make Their Mark / Leaders … Do Stuff That Matters

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

24. Leaders Push Their Organizations … W-a-y Up the Value- added Chain.

IBM Global Services $55B And the M Stands for … ? Gerstners 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

Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Big Browns New Bag: UPS Aims to Be the Traffic Manager for Corporate America Headline/BW/2004

Every project we undertake starts with the same question:How can we do what has never been done before? Stuart Hornery, Lend Lease

25. Leaders Push Past Service Transactions to … Scintillating Experiences.

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

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

26. Leaders LOVE the New Technology!

Power Tools For Power Strategies/ ARD 40K

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

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

Talent.

28. Leaders … DO TALENT!

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

Brand = Talent.

29. When It Comes to TALENT … Leaders Always Go Berserk!

From 1, 2 or youre out [JW] to …Best Talent in each industry segment to build best proprietary intangibles [EM] Source: Ed Michaels, War for Talent

30. Leaders Listen. Leaders Consult.

The One line of code Theorem: All we-they- me want is (1) to be consulted, (2) to be taken seriously, (3) a tiny show of appreciation

Passion.

31. Leaders … Sell PASSION!

People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust.People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust. Howard Schultz, Starbucks (IBD/09.05)

Gary Hamel: Create a cause, not a business. Gary Hamel: Create a cause, not a business.

32. Leaders Know: ENTHUSIASM BEGETS ENTHUSIASM!

BZ: I am a … Dispenser of Enthusiasm!

Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

33. Leaders Are … in a Hurry

We dont sell insurance anymore. We sell speed. Peter Lewis, Progressive

Metabolic Management

34. Leaders Focus on the SOFT STUFF!

Hard is soft. Soft Is hard. Hard is soft. Soft Is hard.

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.]

The Job of Leading.

35. Leaders Know Its ALL SALES ALL THE TIME.

If you dont LOVE SALES … find another life. (Dont pretend youre a leader.)

36. Leaders LOVEPOLITICS.

If you dont LOVE POLITICS … find another life. (Dont pretend youre a leader.)

All success is a Matter of implementation. All implementation is a matter of politics.

37. But … Leaders Also Break a Lot of China.

Characteristics of the Also rans* Minimize risk Respect the chain of command Support the boss Make budget *Fortune, Most Admired Global Corporations

38. Leaders Give … RESPECT!

It was much later that I realized Dads 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. Source: Sara Lawrence-Lightfoot, Respect

Amen! What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change

39. Leaders Say Thank You.

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

FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER

40. Leaders Are … Curious.

The Three Most Important Letters … WHY?

41. Leadership Is a … Performance.

It is necessary for the President to be the nations No. 1 actor. FDR

42. Leaders … Are The Brand

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

43. Leaders … Have a GREAT STORY!

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

Leaders dont just make products and make decisions. Leaders make meaning. – John Seely Brown

Leader Job 1 Paint Portraits of Excellence !

Introspection.

44. Leaders … Enjoy Leading.

Tom, you left out one thing …

45. Leaders LAUGH!

46. Leaders … KNOW THEMSELVES.

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.)

Questions: What do others think of you? [Are you sure?] What do you think of you? [Are you sure?] What is your impact on others? [Are you sure?] What is your impact on others? [Are you sure?] What is your impact on others? [Are you sure?] What are the little things you (perhaps unconsciously) do that cause people to shrivelor blossom? [Are you sure?] What do you want? [Are you sure?] Are you aware of your changing moods? [Are you sure?] How fragile is your ego? [Are you sure?] Do you have a true confidant? [Are you sure?] Do you perform brief or not-so-brief self-assessments? Do you talk too much? [Are you sure?] Do you know how to listen? [Are you sure?] Do you listen? [Are you sure?] What is your style of hashing things out? Are you perceived as (a) arrogant, (b) abrasive (c) attentive, (d) genuinely interested in people, (e) etc? [Are you sure?] Are you flexible? Have you changed your mind about anything important in a while? Are you comfortable-uncomfortable with folks on the front line? Do you think youre in touch with the pulse of things around here? [Are You Sure?] Are you too emotional/intuitive? Are you too unemotional/rational? Do you spend much time with people who are new to you? [Do you think questions like this are so much BS?]

47. But … Leaders have MENTORS.

Upon having the Leadership Mantle placed upon ones head, he/she shall never hear the unvarnished truth again!* (*Therefore, she/he needs one faithful compatriot to lay it on with no jelly.) Upon having the Leadership Mantle placed upon ones head, he/she shall never hear the unvarnished truth again!* (*Therefore, she/he needs one faithful compatriot to lay it on with no jelly.)

The End Game.

48. Leaders are … RELENTLESS.

This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character : Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press onturning back was not an option for him. Michael Korda, Ulysses Grant

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

Success seems to be largely a matter of hanging on after others have let go. William Feather, author Success seems to be largely a matter of hanging on after others have let go. William Feather, author

49. Leaders ??? :

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

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

50. Leaders Free the Lunatic Within !

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

Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe. Jack Welch

51. Leaders Relentlessly Pursue … Excellence

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. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

Excellence Is a Universal Striving. If Not Excellence, What?

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

NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master Excellence. Always. part six (of 7) leadership! 19 October 2007

THE MASTER PRESENTATION: There are about 3,500 slides in this 7-part Master Presentation. The first six chapters are indeed meant add up to a logical, linear argument. Part I is context. Part II is devoted entirely to innovationthe sine qua non, as perhaps never before, of survival. In earlier incarnations of the master, innovation stuff was scattered throughout the presentationnow it is front and center and a stand-alone. Part III is a variation on the innovation themebut it is organized to examine the imperative (for most everyone in the developed world) of an ultra high value-added strategy. A value-added ladder (the ladder configuration lifted with gratitude from Joe Pine and Jim Gilmores Experience Economy) lays out a specific logic for necessarily leaving commodity-like goods and services in the dust. Part IV argues that in this age of micro-marketing there are two macro-markets of astounding size that are dramatically under-attended by all but a few; namely women and boomers- geezers. Part V underpins the overall argument with the necessary bedrockTalent, with brief consideration of Education & Healthcare. Part VI examines Leadership for turbulent times from several angles. Despite the logical argument, I think youd be better off if you thought of all this as I doan ENCYCLOPEDIA OF IDEAS. Various riffs are attached throughout which, though not perfect fits, serve my purpose as meat from which I cobble together a finance presentation in Bahrain … or a health-services lecture in Virginia. For example, the day I wrote this I spoke to an association made up of independent middle-size companies. I led off with a new section on the place for and power of middle-sized firms in general, featuring the German Mittelstandwhich is the basis for that countrys surprise ranking as the worlds #1 exporter. These agile players, residing in the ultimate high-wage nation, tend to own a niche courtesy astoundingly high-value-added products. This Mittelstand opener does not fit in the Master in a tidy fashion, but I want it to be available for future use and it works pretty well in the overall innovation argument hence its landing in Part II. The placement is not bad, but the point is that this idea is now available to meand youin my encyclopedia. And there you have it! 19 October 2007

NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master Excellence. Always. part one (of 7) all you need to know (dwelling on the obvious) not your fathers world introduction to excellence.

NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master* Excellence part two (of 7) innovate. Or. Die.

NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master/ Excellence. Always./ part THREE (of 7) up, up, up, up … the value added ladder (solutions-experiences-dreams-lovemarks)

NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master/ Excellence. Always./ part FOUR (of 7) new Markets (Stupendous Opportunity)

NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master Excellence. Always. part FIVE (of 7) people! (Brand you. Talent. Health. Education.)

NOTE: To appreciate this presentation, you need Microsoft fonts: Showcard Gothic, Ravie, Chiller and Verdana Master* Excellence part Seven (of 7) excellence. summaries. Lists.

Tom Peters X25* EXCELLENCE. ALWAYS. MASTER/Part SIX *In Search of Excellence 1982-2007

NOTE: The gray slides (like this one) throughout are explanatory notes not found in my regular presentations.

Part six

tompeters.com Slides at … tompeters.com

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

EXCELLENCE. BEDROCK. LEADERSHIP. L23. 10Ps. 12Ps. 7Es. 1E. GRANT- NELSON. MBWA. L50.

X25: Not a damn thing has changed! (e.g.: leadership 2007 = leadership 2007 BC

EXCELLENCE. THE LEADERSHIP23.

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.

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 Dont. Two. 22. Excellence. Always. what we do.) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. To Dont. Two. 22. Excellence. Always. 23. Nelsonian! (Other admirals more afraid of losing than anxious to win.) of losing than anxious to win.)

EXCELLENCE. BEDROCK. LEADERSHIP. 10Ps.

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

A leader is a dealer in hope. (+TPs writing room pics) A leader is a dealer in hope. Napoleon (+TPs writing room pics)

Leader Job One Paint Portraits of Excellence !

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 youve 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 youve just said. What would it be? Do you feel you have an obligation to Make the world a better place?

but rather to express him- or herself freely and fully. That No leader sets out to be a leader per se, but rather to express him- or herself freely and fully. That is, leaders have no interest in proving themselves, but an abiding interest in expressing themselves. Warren Bennis, On Becoming a Leader

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

Charles Handy on the Alchemists: Passion was what drove these people, passion for their product, passion for their cause. If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong. Passion as the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly, passion is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.

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

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

5,000 miles for a 5 min. meeting ! Mark McCormack : 5,000 miles for a 5 min. meeting !

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

Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader. Edie Seashore (Strategy + Business #45)

Enthusiasm Energy Exuberance Voracious Curiosity Irritability/Dis-satisfaction Relentlessness Self-reliance Closer (Execution) excellence

incredible power of endurance p olitical colleague, on Nicolas Sarkozy, repeatedly written off by the public and the celestial powers of French politics (FT, 0515.07)

The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist

PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PRIORITIES. PEOPLE. potent. Positive.

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

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

Really Important Stuff: Rogers Rule of Three!

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!

Dennis, you need a … To-dont List !Dennis, you need a … To-dont List !

The one thing you need to know about sustained individual success: Discover what you dont like doing and stop doing it. The one thing you need to know about sustained individual success: Discover what you dont like doing and stop doing it. Marcus Buckingham, The One Thing You Need to Know

CALENDAR + MBWA + Language + Perceived INTENSITY/ENTHUSIASM/ ENERGY + Concrete-Visible support + Prototypes + Tolerance for Failure/Good losses + Promotions + Tempo + Resilience + Celebration + Perceived RELENTLESSNESS + Training Message clarity = CALENDAR + MBWA + Language + Perceived INTENSITY/ENTHUSIASM/ ENERGY + Concrete-Visible support + Prototypes + Tolerance for Failure/Good losses + Promotions + Tempo + Resilience + Celebration + Perceived RELENTLESSNESS + Training

LeadersSERVE people. Period. LeadersSERVE people. Period. Anon.

Officers eat last!

Leaderships 11 th P: Promotion Leaderships 11 th P: Promotion

2 per Year/ 20 per Decade = Excellence + Legacy

1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. Avoid moderation! Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

Stay Hungry. Stay Foolish. Stay Hungry. Stay Foolish. Steve Jobs

The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man. "The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man. GB Shaw, Man and Superman: The Revolutionists' Handbook.

You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. Jerry Garcia

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

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

Small, gradual changes are always easier to make and sustain Five MYTHS About Changing Behavior *Crisis is a powerful impetus for change *Change is motivated by fear *The facts will set us free * Small, gradual changes are always easier to make and sustain *We cant change because our brains become hardwired early in life Source: Fast Company

One who does less than he can is a thief. Gandhi

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

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

Parcells thought that Taylors size and speed were closer to the beginning than the end of the explanation. [The difference was] Taylors peculiar energy and mind: relentless, manic, with grandiose ambitions and private standards of performance. Parcells believed that even in the NFL a lot of players were more concerned with seeming to want to win than with actual winning, and that many of them did not know the difference. What they wanted, deep down, was to keep their jobs, make their money, and go home. Lawrence Taylor wanted to win. He expected more of himself on the field than any coach would dare to ask of any player. Michael Lewis, The Blind Side

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

The 7E s The 7E s

Exuberance! Energy! Empathy! Engagement! Empowerment! Execution! Excellence!

The 1E

Excellence can be obtained if you:... care more than others think is wise;... risk 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. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

Ger- on-i- mo !

GERONIMO! "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shoutingGERONIMO! Bill McKenna, professional motorcycle racer (Cycle magazine 02.1982)

EXCELLE ALWAYS.

EXCELLENCE. BEDROCK. LEADERSHIP. 12 P s. BEDROCK. LEADERSHIP. 12 P s. Tom Peters/04.18.2007

PURPOSE. PASSION. Potential. Presence. Personal. pissed off. Playful. PERSISTENCE. PEOPLE. Peculiar. Potent. Positive.

21 st -century Leadership = Bunkum

If you want to build a ship, dont gather people together to collect wood,and dont assign them tasks and work, but instead teach them to long for the sea. Antoine de Saint-Exupery (The Little Prince)

A leader is a dealer in hope. (+TPs writing room pics) A leader is a dealer in hope. Napoleon (+TPs writing room pics)

USN&WR: What traits do successful activists share? Studs Terkel, age 91: They have hope, and they imbue others with hope.

Who do we intend to be?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 De Pree, Herman Miller

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 youve 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 youve just said. What would it be? Do you feel you have an obligation to Make the world a better place?

Leader Job One Paint Portraits of Excellence !

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

Enthusiasm, the ultimate virus.Enthusiasm, the ultimate virus.

Q: If it were your $100K [lifes savings] and my $100K, what sort of Waiters would we be looking for? A: Enthusiasts!!!!!!!!!!

Whenever anything is being accomplished, I have learned, it is being done by a monomaniac with a mission. Whenever anything is being accomplished, I have learned, it is being done by a monomaniac with a mission. Peter Drucker

Never apologize for showing feeling. When you so, you apologize for the truth. Disraeli Never apologize for showing feeling. When you so, you apologize for the truth. Disraeli

The eloquent man is he who is no beautiful speaker, but who is inwardly and desperately drunk with a certain belief. Ralph Waldo Emerson

the wildest chimera of a moonstruck mindThe Federalist on TJs Louisiana the wildest chimera of a moonstruck mindThe Federalist on TJs Louisiana Purchase

A man without a smiling face must not open a shop. A man without a smiling face must not open a shop. Chinese Proverb

EX-UB- ER- ANCE!

Exuberance: The Passion for Life, by Kay Redfield Jamison+ I believe exuberance is incomparably more important than we acknowledge. If, as has been claimed, enthusiasm finds the opportunities and energy makes the most of them, a mood of mind that yokes the two of them is formidable indeed. The Greeks bequeathed to us one of the most The Greeks bequeathed to us one of the most beautiful words in our languagethe word enthusiasmen theosa god within. The grandeur of human actions is measured by the inspiration from which they spring. Happy is he who bears a god within, and who obeys it.Louis Pasteur Exuberance is, at its quick, contagious. As it spreads pell-mell through a group, exuberance excites, it delights, and it dispels tension. It alerts the group to change and possibility. Exuberance is, at its quick, contagious. As it spreads pell-mell through a group, exuberance excites, it delights, and it dispels tension. It alerts the group to change and possibility.

Exuberance: The Passion for Life, by Kay Redfield Jamison+ A leader is someone who creates infectious enthusiasm.Ted Turner Glorious was a term [John] Muir would invoke time and again … despite his conscious attempts to eradicate it from his writing. Glorious and joy and exhilaration: no matter how often he scratched out these words once he had written them, they sprang up time and again … up time and again … To meet Roosevelt, said Churchill, with all his buoyant sparkle, his iridescence, was like opening a bottle of champagne. Churchill, who knew both champagne and human nature, recognized ebullient leadership when he saw it. and human nature, recognized ebullient leadership when he saw it.

Exuberance: The Passion for Life, by Kay Redfield Jamison+ At a time of weakness and mounting despair in the democratic world, Roosevelt stood out by his astonishing appetite for life and by his apparently complete freedom from fear of the future; as a man who welcomed the future eagerly as such, and conveyed the feeling that whatever the times might bring, all would be grist to his mill, nothing would be too formidable or crushing to be subdued. He had unheard of energy and gusto … and was a spontaneous, optimistic, pleasure- loving ruler with unparalleled capacity for creating confidence.Isaiah Berlin on FDR

Exuberance: The Passion for Life, by Kay Redfield Jamison+ Churchill had a very powerful mind, but a romantic and unquantitative one. If he thought about a course of action long enough, if he achieved it alone in his own inner consciousness and desired it passionately, he convinced himself it must be possible. Then, with incomparable invention, eloquence and high spirits, he set out to convince everyone else that it was he set out to convince everyone else that it was not only possible, but the only course of action open to man.C.P. Snow We are all worms. But I do believe that I am a glow-worm.Churchill on Churchill glow-worm.Churchill on Churchill The multitudes were swept forward till their pace was the same as his.Churchill on T.E. Lawrence He brought back a real joy to music.Wynton Marsalis on Louis Armstrong

Insanely great

Charles Handy on the Alchemists: Passion was what drove these people, passion for their product, passion for their cause. If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong. Passion as the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly, passion is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.

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

Leaders-Teachers Do Not Transform People! Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully (and safely, mostlycaveat: they dont engage unless theyre mad about something) express their innate curiosity and (4) engage in a vigorous discovery voyage (alone and in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they (and their mentors-teachers- leaders) had never dreamed existed and then the leaders-mentors-teachers (6) applaud like hell, stage photo-ops, and ring the church bells 100 times to commemorate the bravery of their followers explorations!

is free to do his or her absolute best. allow its members to discover their greatness. 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.

free to do his or her absolute best … allow its members to discover their greatness. Leaderships Mt Everest/Mt Excellence free to do his or her absolute best … allow its members to discover their greatness.

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

Why in the World did you go to Siberia? go to Siberia?

Enterprise* ** (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human concerted human potential in the wholehearted service of others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners potential in the wholehearted service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Hard Is Soft Soft Is Hard

Hard (# s ) Is Soft Soft (people) Is Hard

Hard (# s /Strategy/budgets/plans marketing) Is Soft soft (people/Customers/ relationships/culture/execution) Is Hard

Henry: strategic Planning = Ha Ha Larry/Ram: the important bit = doing it

What makes God laugh?

People making plans!

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

Jims Group

Basement Systems Inc./ Seymour CT Basement Systems Inc./ Seymour CT

PURPOSE. PASSION. Potential. Presence. Personal. pissed off. Playful. PERSISTENCE. PEOPLE. Potent. Positive.

MBWA MBWA * *5,000 miles for a 5-minute face-to -face meeting (courtesy super- agent Mark McCormick)

MBWA, Grameen Style! Conventional banks ask their clients to come to their office. Its 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. Its 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

stories lives To change minds effectively, leaders make particular use of two tools: the stories that they tell and the lives that they lead. Howard Gardner, Changing Minds

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

Enthusiasm Energy Exuberance Voracious Curiosity Irritability/Dis-satisfaction Relentlessness Self-reliance Closer (Execution) excellence

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

Jim Jeffords oversight! The … Jim Jeffords oversight!

I wasnt bowled over by [David Boies] intelligence … What impressed me was that when he asked a question, he waited for an answer. He not only listened, he made me feel like I was the only person in the room. Lawyer Kevin _____, on his first, inadvertent meeting with David Boies, from Marshall Goldsmith, The One Skill That Separates, Fast Company

Personal

What I Learned HWBjr: Excellence, Accountability, Initiative, K.I.S.S., Leader Love Dick: Empowerment, Entrepreneurship, Challenge, Execution (Project > Paper), Accountability, MBWA, K.I.S.S., Fanatic Customer-centrism (Customer>Command, Marines>Regiment), Leader Love, Output, Do>Be Nameless: Tangible vs Palpable (Bureaucracy, Control, Tight Leashes, Command-centric, Demoralization, Paper > Project, Product = Paper, K.I.C.S.)

What I Learned Ben: Decency, Soft Power, Fanatic Customer- centrism (Do>Be) Walter: Fanatic Mission-centrism, Soft Power, Relationship-management, Execution, Accountability, Early to Bed … Bob: Pos>Neg/Recognition, K.I.S.S., The Way of the Demo (Execution), Hero-building, Mission- centrism, Do>Be Bill: De-centralization, Recognition, Support- staff Centrism, Measurement (K.I.S.S.), Soft Power (Paint n Pride), Rapid Culture Change

Personal

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

End Personal

Pissed Off* ** *As in Im pissed off and Im not gonna take it any more … **Innovation Stems from Irritation (Re-imagining Results from Rage)

Dreaming, necessary, or not? TP, personal: dream = concrete, practical imaginings about the opposite of things that piss me off (TP advantages: low boiling point, long memory, dogged determination)

Michael Porter: Ive been thinking … TP: Im mad as hell, and Im not going to take it anymore

Innovation: Get mad. Start Doing something about it. Now.

F(Anger/Passion) >>>> f(Pushback from Threatened Fat-cats & Bureau-crats)

You cant be a serious innovator unless and until you are ready, willing and able to seriously play.Serious play is not an oxymoron; it is the essence of innovation. Michael Schrage, Serious Play

SERIOUS PLAY

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

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

S.A.V.

you only find oil if you drill wells. This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter

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

Fail faster. Succeed Sooner. Fail faster. Succeed Sooner. David Kelley/IDEO

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

This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character : Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press onturning back was not an option for him. Michael Korda, Ulysses Grant

incredible power of endurance p olitical colleague, on Nicolas Sarkozy, repeatedly written off by the public and the celestial powers of French politics (FT, 0515.07)

We eat change for breakfast! We eat change for breakfast! Harry Quadracci, QuadGraphics

Success = Elizabeth Cady Stanton (1815-1902 ), Lucretia Mott, Martha Wright, Mary Ann McClintock, Jane Hunt (07.13.1848/Seneca falls, ny) + 72 years, 1 month, 5 days (08.18.1920/nashville, tn)

The most successful people are those who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist

Re- lent -less

25 2,500 63 48 5,000,000 2,500,000 15

Brand = Talent. Leaders Understand: Brand = Talent.

The leaders of Great Groups love talent and know where to find it. They revel in the talent of others. 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

Connoisseur of Talent PARCs Bob Taylor: Connoisseur of Talent

20 40 $25$80 2 We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia- Pacific … changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years. Ed Michaels, War for Talent

Hire up! Hire up! Source: Doris Kearns Goodwin, Team of Rivals

AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measureAS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report/BusinessWeek

People! People!

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

A review of Jack and Suzy Welchs 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. GEs performance measurement is divorced from budgetingand instead reflects how you do relative to your past performance and relative to competitors performance; i.e., its 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.

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

LeadersSERVE people. Period. LeadersSERVE people. Period. Anon.

Servant Leadership/Robert Greenleaf Servant Leadership/Robert Greenleaf 1. Do those served grow as persons? persons? 2. Do they, while being served, become healthier wiser, freer, more autonomous, more likely themselves to become servants?

Amen! What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole, Leading Change

Dont belittle! Dont belittle! OD Consultant

It was much later that I realized Dads 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

No matter what the situation, [the great managers] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success. Marcus Buckingham, The One Thing You Need to Know

The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.* *quote within a quote from diary of a Confederate soldier

Sorry, Ive got to gothe HR people get on me if I dont go do my shake hands- chat up duty president, large division of large company in the _______ industry

I have always believed that the purpose of the corporation is to be a blessing to the employees. Boyd Clarke

Officers eat last!

William Donald Schaefer Mayor of Baltimore He Cared.

Everyone studies the brigadier general promotion list like tarot cardswho makes it, who doesnt. It communicates what qualities are valued and not valued. Colonel, unidentified, from Challenging the Generals, Sunday Times Magazine, 0826.07

Signaling change. Signaling culture change. Or status quo. Tool # 1. Promotion.

2 per Year/ 20 per Decade = Excellence + Legacy

We become who we hang out with

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 DiversityDiverse 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

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

Why Do I love Freaks? (1) Because when Anything Interesting happens … it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.) (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky timessee immediately above.) (5) Freaks are the only (ONLY) ones who succeedas in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)

Normal = o for 800

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

Keep Austin Weird

Companies like Motorola need cash to innovate, not just to set buybacks in motion. BW, 0409.07

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

1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. Avoid moderation! Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

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

The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man. "The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man. GB Shaw, Man and Superman: The Revolutionists' Handbook.

Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has. Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has. Margaret Mead

eliot + 7

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

If I had any epitaph that I would rather have more than any other, it would be to say that I had … disturbed the sleep of my generation. Adlai Stevenson

In Toms world, its 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 In Toms world, its 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

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

??? Redux: Quiet, humble … He was a bully, a braggart, and a rebel with a big chip on his shoulder. They would never have made it without him.Time, 0507.07, on Capt John Smith and the 400 th anniversary of Jamestown

Quiet, Humble … Unrelenting ambition Avid pursuit of wealth Charismatic Source: David Stewart, The Summer of 1787

Our whole story is growing revenue. Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)

The Commerce Bank Model cost cutting is a death spiral. Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

P = R – C

The 1E

Excellence can be obtained if you:... care more than others think is wise;... risk 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. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

Hire Great People (Resilient, Passionate) Try a Lot of Stuff (S.A.V./R.F.A.) aCCEPT NO LESS THAN EXCELLENCE/PURSUE Wow! enjoy It While It Lasts

GERONIMO! "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shoutingGERONIMO! Bill McKenna, professional motorcycle racer (Cycle magazine 02.1982)

Ger- on-i- mo !

You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. Jerry Garcia

EXCELLENCE. BEDROCK. LEADERSHIP. NELSON. GRANT.

NELSON

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

The Nelson Bakers Dozen 1. Simple-clear scheme (Plan) (Not wildly imaginative) (Patton: A good plan executed with vigor right now tops a perfect plan executed next week.) 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING executed with vigor right now tops a perfect plan executed next week.) 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING GOAL/MISSION/PURPOSE/QUEST 3. Conversation: Engagement of All Leaders 4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability GOAL/MISSION/PURPOSE/QUEST 3. Conversation: Engagement of All Leaders 4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability swift/Micromanagement absent 5. LED BY LOVE (Lambert), NOT AUTHORITY (Identify with sailors!) 6. Instinct/Seize the Moment/Impetuosity (Boyds OODA Loops: React more swift/Micromanagement absent 5. LED BY LOVE (Lambert), NOT AUTHORITY (Identify with sailors!) 6. Instinct/Seize the Moment/Impetuosity (Boyds OODA Loops: React more quickly than opponent, destroy his world view) 7. VIGOR! (Zander: leader as Dispenser of Enthusiasm) 8. Peerless Basic Skills/Mastery of Craft (Seamanship) 9. Workaholic! (Duty first, second, and third) 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In quickly than opponent, destroy his world view) 7. VIGOR! (Zander: leader as Dispenser of Enthusiasm) 8. Peerless Basic Skills/Mastery of Craft (Seamanship) 9. Workaholic! (Duty first, second, and third) 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In Harms Way) (Gandhi: You must be the change you wish to see in the world/ Harms Way) (Gandhi: You must be the change you wish to see in the world/ Giuliani: Show up!) 11. Genius (Transform the world to conform to their ideas, Triumph over rules) Giuliani: Show up!) 11. Genius (Transform the world to conform to their ideas, Triumph over rules) (Gandhi, Lee-Singapore), not Greatness (Make the most of their world) (Gandhi, Lee-Singapore), not Greatness (Make the most of their world) 12. Luck! (Right time, right place; survivor) (Lucky Eagle vs Bold Eagle) 13. Others principal shortcoming: ADMIRALS MORE FRIGHTENED OF LOSING THAN ANXIOUS TO WIN Source: Andrew Lambert, Nelson: Britannias God of War

Nelsons Way: A Bakers Dozen/Short 1. Simple scheme. 2. Noble purpose! 3. Engage others. 4. Find great talent, let it soar! 5. Lead by Love! 6. Trust your gut, not the focus group: Seize the Moment! 7. Vigor! 8. Master your craft. 9. Work harder than the next person. 10. Show the way, walk the talk, exude confidence! Start a Passion Epidemic! Epidemic! 11. Change the rules: Create your own game! 12. Shake of the pain, get back up off the ground, the timing may well be right tomorrow! (E.g., Get lucky!) well be right tomorrow! (E.g., Get lucky!) 13. By hook or by crook, quash your fear of failure, savor your quirkiness and participate fully in the fray! quirkiness and participate fully in the fray! Source: Andrew Lambert, Nelson: Britannias God of War

He above all encouraged (and prepared) his subordinates to seize the initiative whenever necessary, particularly in the fog of war and the men who served under him knew what he expected. Jay Tolson, on The Nelson Touch, The Battle That Changed The World

… tireless self-promoter, sought hero status, sought patronage [suck up] … guts, courage, master of his craft … passion for pleasures of the flesh, driven by duty, obsessed (no work-life balance) … autocratic, dictatorial … team player, practitioner of participative management 200 years before it was popularized, loved hanging out with the lads … mans man, ladys man … diligent manager (e.g., logistics), powerfully inspirational, spiritual, passionate … ambitious, aggressive, confident, impulsive, rarely cautious or circumspect, risk-taker … emotional, spiritual, expressed feelings openly, classless, fair, self-sacrificing, encouraging, optimistic … unconventional, did not get along well with superiors … xenophobic, immodest, impatient, intolerant, imprudent in public and in private … led from the front, zeal for action, despair over bureaucrats (I hate the pen and ink men), … lucky … Stephanie Jones & Jonathan Gosling, Nelsons Way: Leadership Lessons from the Great Commander

Fisherisms Do right and damn the odds. Stagnation is the curse of life. The best is the cheapest. Emotion can sway the world. Mad things come off. Haste in all things. Any fool can obey orders. History is a record of exploded ideas. Life is phrases. Source: Jan Morris, Fishers Face, Or, Getting to Know the Admiral

extraordinary arrogance, superciliousness, humor, kindness, effrontery Jan Morris on Lord Admiral Jack Fisher, Fishers Face, Or, Getting to Know the Admiral

almost inhuman disinterestedness in … strategy Josiah Bunting on U.S. Grant (from Ulysses S. Grant)

GRANT Simplicity and clarity (written orders, view of movement) Action-action-action (always forward; job only done when 100% done; when the job is done, start the next job) when the job is done, start the next job) Tactics >>>> Strategy (FM: Operations is policy; HK: We have a strategy; its called doing things.) HK: We have a strategy; its called doing things.) Movement (perpetual movement, other guy perpetually off balance and reactive; O.O.D.A. loops--Boyd) and reactive; O.O.D.A. loops--Boyd) Offense (not so good at defensive battlements) Decency! CBWA (on the move, no aides) Lean staff (simple form, lean staff) Unflappable (Fearless) Visual (mapmaker) LogisticianRelentless!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! Autonomy to Commanders Self-contained Do it with what he has Antsy Mastery (horsemanship) Western attitude mimicked boss twice removed (Lincoln)

U. S. Grant *No interest in grand strategy. *Do the thing until it is done. *Do not over complicate. *Do the next thing. *Pleasure in perseverance per se. *Not ask for help or advice. *Not complain of difficulties or ask for more time or resources McClellan: delay; plead for more forces Grant: When do I start? What I want is to advance. Source: Josiah Bunting, Ulysses S. Grant U. S. Grant *No interest in grand strategy. *Do the thing until it is done. *Do not over complicate. *Do the next thing. *Pleasure in perseverance per se. *Not ask for help or advice. *Not complain of difficulties or ask for more time or resources McClellan: delay; plead for more forces Grant: When do I start? What I want is to advance. Source: Josiah Bunting, Ulysses S. Grant

This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on turning back was not an option for him. Michael Korda, Ulysses Grant

The genius of Grants command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed.The genius of Grants command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed. Jean Edward Smith/GRANT

recognized the value of momentum … throw [opponent] off balance … blitzkrieg … traveling light … headquarters in the saddle Jean Edward Smith/GRANT

"The art of war is simple enough. Find out where your enemy is. Get at him as soon as you can. Strike at him as hard as you can and as often as you can, and keep moving on." Grant, courtesy Richard Cauley at tompeters.com (original source unknown) (original source unknown)

The art of war does not require complicated maneuvers; the simplest are the best, and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever. Napoleon on Simplicity, from Napoleon on Project Management by Jerry Manas on Project Management by Jerry Manas

The only way to whip an army is to go out and fight it. Grant Source: John Mosier, Grant The only way to whip an army is to go out and fight it. Grant Source: John Mosier, Grant

CWVA to MBWA: In these days of telegraph and steam I can command while traveling and visiting about. U.S. Grant Managing by wandering around HP circa 1980 Source: Ulysses S. Grant, by Geoffrey Perret

The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.* *quote within a quote from diary of a Confederate soldier

TPs take: Intuition takes precedence (listen attentively but act on intuition) … Move today > perfect plan tomorrow [subsequent Patton line] … Great advantage: When moving, you know what youre up to and youre moving [the one sitting still is, thence, always reactive] [Boyd: quickest O.O.D.A. loops/Observe. Orient. Decide. Act. Disorient enemy] … Action!... Keep moving! … Engage! … Offense! [weakness-strength: cant even imagine enemy counter-attacking; little conception of defense] … Momentum! …. Keep em off balance … … Adjust … Adapt … … Opportunism! … Constantly revise in accordance with conditions and opportunities in the field [life = excellence at Plan B] … Doggedness … Relentless!! [trait shaped in early childhood] … Never retreat … Simplicity! … Wide latitude for division commanders … minimum written orders, conferences, etc … keep his own council … HQ is Grant & his horse … no retinue! … commune with soldiers/exude quiet confidence/Approachable … decent … Self-accountability! … Evade orders (or ignore) … Share harm & hardship … total victory/ demand unconditional surrenderGs first claim to fame [Nelson: other Admirals avoid loss, friend and foe as in Grants case vs Nelsons seek victory] … [Life 101: politics between the Generals: E.g., Grant & Halleck]

The Mbwa story.. The magic number 25. Calendars never lie. Excellence. Always. Tom Peters/0709.07

all you need to know* … *Damn near true

Though his empire is enormous, and his executive team strong, Starbucks founder Howard Schultz still … religiously … visits at least 25 Sbucks shops … per week! Regardless of our size, he told me, we still sell it one-cup-at-a-time, one customer-at-a-time, one server-at- a-time. I need to see it and touch it and feel it.

MBWA *5,000 miles for a 5-minute face-to -face meeting (courtesy super- agent Mark McCormick) MBWA * *5,000 miles for a 5-minute face-to -face meeting (courtesy super- agent Mark McCormick)

When Bob Waterman and I wrote In Search of Excellence in 1982, business was by the numbersand the Americans were struggling (to put it mildly) with hands on, tactile stuff, like Japanese quality. Then, at Hewlett Packard, we were introduced to the famed HP Way, the centerpiece of which was in-touch management. HP had a term for this … MBWA. (Managing By Wandering Around.) Bob and I fell in immediate love. Not only was the idea per se important and cool, but it symbolized everything we were coming to cherishenterprises where bosses- leaders were in immediate touch with and emotionally attached to workers, customers, the product. The idea is as important or more important in fast-paced 2007 as it was in 1982.

20-minute rule 20-minute rule Craig Johnson/30 yrs

Craig Johnson, a famed Venture Capitalist for three decades … refuses to invest in companies that are more than a 20-minute drive from his office. To guide them through the serpentine path ahead, he insists that he must be in constant touch as banker, advisor, friend.

>70 >70 * *Hank Paulson, China visits, Fortune 1127.06

China is clearly our most important economic partner. Our dialog with China was not what it might have been when Hank Paulson took over as Secretary of the Treasury. Immediate improvement occurred for numerous reasons, not least of which were Paulsons SEVENTY TRIPS to China while at Goldman Sachs.

I call 60 CEOs [in the first week of the year] to wish them happy New Year. … Hank Paulson, former CEO, Goldman Sachs I call 60 CEOs [in the first week of the year] to wish them happy New Year. … Hank Paulson, former CEO, Goldman Sachs Source: Fortune, Secrets of Greatness, 0320.05

MBWA, Grameen Style! Conventional banks ask their clients to come to their office. Its 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. Its 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

You = Your calendar* *Calendars never lie

All we have is our time. The way we spend our time is our priorities, is our strategy. Your calendar knows what you really care about. Do you?

… a blinding flash of the obvious Manny Garcia

All this [this little riff] is indeed, as seminar participant and leading Burger King franchisee Many Garcia once said to me, obvious.* But observation over four decades** suggests that amidst the hubbub and travails of a typical days work, the so- called obvious is often-usually left unattended. For perfectly good reasons, another week passes without a visit to our equivalent of the Starbucks shops or HP R&D labs, without the equivalent to Hank Paulsens How ya doin? call to a key customer. My [Tom Peters] Job One in life? Remind busy folks of the obvious! *Manny Garcia/1983: Tom, I hope you wont be insulted when I say this was the best seminar Ive ever been toand it was a blinding flash of the obvious. **I had two commanding officers during my two Vietnam tours in U.S. Naval Mobile Construction Battalion NINE. One was a Shultz look-alikeinstinctively in the field. The other was an in the office leader. The one produced. The other didnt. At age 24 I learned an incredible life lesson, though I couldnt describe it well until tripping over HPs MBWA/Managing By Wandering Around.

End Part 2

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

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