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Part II All You Need to Know* *more or less Tom Peters/Leaders in Healthcare/Dubai/22January2006.

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Presentation on theme: "Part II All You Need to Know* *more or less Tom Peters/Leaders in Healthcare/Dubai/22January2006."— Presentation transcript:

1 Part II All You Need to Know* *more or less Tom Peters/Leaders in Healthcare/Dubai/22January2006

2 Slides at … tompeters.com

3 Part I: Healthcare “Manifesto” Part II: Getting It Done!

4 Cause

5 “Create a ‘cause,’ not a ‘business.’’ —Gary Hamel

6 “I don’t know.” Source: Karl Weick

7 “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.” Source: Organizing Genius/Warren Bennis & Patricia Ward Biederman

8 Yes!!!!!!!!!!!!!!!!! “free to do his or her absolute best” … “allow its members to discover their greatness.”

9 “We are a ‘life Success Company”’ -founder, RE/MAX

10 People

11 “Leaders ‘ do’ people.” —Anon.

12 “Connoisseur of Talent” Source: Colleague on PARC’s Bob Taylor

13 Brand = Talent.

14 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

15 Decency

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

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

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

19 “Beautiful” “Graceful” “Aesthetic Triumph” “Breathtaking” “Game-changing”

20 Self- management

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

22 You = Your Calendar

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

24 MBWA

25 “If you don’t listen, you don’t sell anything.” —Carolyn Marland/MD/Guardian Group

26 Curiosity

27 “Why?”

28 Action

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

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

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

32 “Realism is the heart of execution.” —Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

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

34 35 years in the baking …

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

36 Ac-count- a-bil-ity!!

37 Eat Change

38 “We eat change for breakfast! —Harry Quadracci, QuadGraphics

39 THREE BILLION NEW CAPITALISTS —Clyde Prestowitz

40 “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army

41 “ The most successful people are those who are good at ‘plan B.’” —James Yorke, mathematician, on chaos theory in The New Scientist

42 Relentless

43 “This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s 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

44 Nelson’s secret: “[Other] admirals more frightened of losing than anxious to win”

45 Richard & Kevin

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

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

48 Passion & Enthusiasm

49 I am a dispenser of enthusiasm.” —Ben Zander

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

51 “A man without a smiling face must not open a shop.” —Chinese Proverb* *Courtesy Tom Morris, The Art of Achievement

52 Aim High

53 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

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

55 Get “better” vs Get “different”

56 Stay Hungry. Stay Foolish. Steve Jobs

57 Value-added

58 And the “M” Stands for … ? Gerstner’s IBM: “Systems Integrator of choice.” IBM Global Services: $55B

59 $798

60 $415/SqFt $798/SqFt

61 Study more Tailor more Offer more Listen more Market more Practice more Challenge more Do more Socialize more Smile more Follow-up more Plan execution more

62 Scale?

63 “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

64 “Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987. S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

65 $798

66 No Limits

67 “You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch

68 Thank you !


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