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Section TWO of TWO
Tom Peters’ X25*
EXCELLENCE.
ALWAYS.
KPMG/Training Solutions
/Nairobi/21July2007
*In Search of Excellence 1982-2007
part
three
EXCELLENCE.
VALUE ADDED.
UP THE LADDER.
Up,
Up,
Up,
Up
the Value-added Ladder.
EXCELLENCE.
VALUE-ADDED LADDER I.
SOLVE IT.
Huge: Customer
Satisfaction
versus
Customer
Success
“ ‘Results’ are
measured by the
success of
all those who
have purchased
your product or
service” —Jan Gunnarsson & Olle Blohm,
The Welcoming Leader
“He had done nothing to sell me on his
business, yet he had given me the most
Because
his sole concern had
been my welfare and the
success of my business.”
powerful sales pitch of my life.
—Jim Penman, on learning how to sell (What Will
They Franchise Next? The Story of Jim’s Group)
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ STUFF ‘N’ THINGS
Goods
Raw Materials
The Value-added Ladder/Stuff & TRANSACTIONS
Services
Goods
Raw Materials
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/
Gamechanging
Solutions
Services
Goods
Raw Materials
EXCELLENCE.
SOLVE IT.
NO OPTION.
PSF. (PSF++)
“[Former Fed Vice-chairman Alan] Blinder …
remains an implacable opponent of tariffs and
trade barriers. But now he is saying loudly that a
new industrial revolution—communication
technology that allows services to be delivered
40
million American
jobs
from afar—will put as many as
at risk of being shipped out of the
country in the next decade or two.”* —Wall Street
Journal /0328
“only the tip
of a very big iceberg.”
*Blinder: 40 million =
Department Head
to …
Managing
Partner,
IS Inc.
[HR, R&D, etc.]
Answer:
Core Mechanism:
“Game-changing Solutions”
PSF
(Professional Service Firm “model”/The Organizing Principle)
+
Brand You
(“Distinct” or “Extinct”/The Talent)
+
Wow! Projects
(“Different” vs “Better”/The Work)
The “PSF35”:
Thirty-Five
Professional Service Firm
Marks of Excellence
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
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
“Best Team”—Fast)
5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change
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/
I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”
10. Consistent with #9 above … DO NOT SHY AWAY FROM THE
WORD (IDEA) “RADICAL”
Pointed
Point of
View!
The PSF35: The Firm & The Brand
28. EAT-SLEEP-BREATHE-OOZE
is my message”—Gandhi)
INTEGRITY (“My life
29. Excellence+ in EXECUTION … 100.00% of the Time
30. “Drop everything”/“Swarm” to Support a Harried-On
The Verge Team
31. SPEND
ON R&D LIKE A TECH FIRM.
32. A PROPRIETARY METHODOLOGY (FBR, McKinsey,
Chiat Day, IDEO, old EDS)
33. BRAND
MANIACS (Organize Around a Point of View Worth
BROADCASTING)
34. PASSION!
35.
ENTHUSIASM!
EXCELLENCE. ALWAYS.
Psf.
Bedrock.
PSF/Professional Service Firm/Beliefs
Profession: Calling/Passion to make a
difference/Excellence (always)
point of view: know exactly what we
stand for/
“Dramatic Difference”
Client: enduring, test-the-limits
relationship/Trusted advisor
Solution: Rock His-her World/ “wow”/
implemented “Culture change”/
>>>>>> “satisfaction”
Photographer: Louise Roach
Big Idea:
“Corporation” as
Mega-“PSF”
(Professional Service
Firm*)
* “Virtual” Collection of Entrepreneurially-minded
Professionals (“Talent”/“Roster”) Creating/Applying
Intellectual Capital (“Work Product”)
Are you the …
“Principal
Engine of
Value Added”
*E.g.: Your R&D budget as robust as the New Products team?
Core Mechanism:
“Game-changing Solutions”
PSF
(Professional Service Firm “model”/The Organizing Principle)
+
Brand You
(“Distinct” or “Extinct”/The Talent)
+
Wow!
Projects
(“Different” vs “Better”/The Work)
“Let’s make a
dent in the
universe!”
—Steve Jobs
Your Current Project?
1. Another day’s work/Pays
the rent.
4. Of value.
7. Pretty Damn Cool/Definitely
subversive.
10. WE AIM TO CHANGE THE
WORLD. (Insane!/Insanely
Great!/WOW!)
If you are not
prepared to be
fired over your
beliefs … you are
working on the
wrong project.
—TP
WOW!
Projects
Epidemic:
Starting a
Demos, Heroes,
Stories!
Premise:
“Ordering”
Systemic Change is a
Waste of Time!
Demos!
Heroes!
Stories!
Subversive Change
Be(very)ware “genetic constraints” (history’s looong arm)
You must “do” Gandhi
Hire weird (fulltime or temp)
Find the extant crazies (troll for them via offers to join
weird project teams)
Create a (quiet) “Crazies Club”/Keep extendin’ the Web
Create “boondocks projects” by the truckload (with
partners of every flavor)
Understand: Yours is a “protection racket”
Sky High Standards!! (There’s a deadly serious reason for
“all this”—life or death)
TP Heroes: Allan Puckett; Bob Stone; Jill Ker Conway;
Kelly Johnson; John Boyd
EXCELLENCE.
VALUE-ADDED LADDER II.
EXPERIENCE IT.
“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
Safe, On-time and ...
“We defined
personality as a
market niche. We
seek to amaze,
surprise,
entertain.”
— Herb Kelleher, SWA / LUV
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
Beyond the “Transaction”/ “Satisfaction” Mentality
“Good hotel”/ “Happy guest”/
“Exceeded Expectations”
vs.
“Great Vacation”/
“Great Conference”/
“Operation Personal
Renewal”
Words!
— Magician of Magical Moments
— Maestro of Moments of Truth
— Recruiter of Raving Fans
— Impresario of First Impressions
— Wizard of WOW
— Captain of Brilliant Comebacks
— Director of Electronic Customer Experiences
— Conductor of Customer Intimacy
— King of Customer Community
— Queen of Customer Retention
— CEO of Ownership Experience
— Managing Director of After-sales Experience
<TGW
vs.
>TGR
[Things Gone WRONG/Things Gone RIGHT]
tom peters: what
I’ve Learned
about “Small
Business”
Passion for PRODUCT.
OBSESSION With Product.
LOVE The Product.
Aim To Be “ONLY ONES WHO DO WHAT WE DO.”
Keep ADDIN’ Stuff.
Invest “UNWISELY” in R&D.
Reside Permanently In The DISCOMFORT Zone.
“Unhealthy” PARANOIA Is A Good Thing.
Add Clients That PUSH-PULL.
SELL. SELL. SELL. SELL.
Go For Broke: CUSTOMER CONTACT PEOPLE.
PERFECTION: Customer Contact People.
Hire for ATTITUDE.
INVITE On An Adventure.
GREAT CFO/Biz Guy-Gal.
NASTY CFO/Biz Guy-Gal.
QUADRANGULAR LEADERSHIP: Visionary-Talent FanaticProject Manager-I.P.M. (I.P.M. = Inspired Profit Mechanic)
GREAT Logo.
DESIGN!
“OVERDO” Marketing Materials.
WOMEN Roar. WOMEN Rule. WOMEN Buy.
Diversity = $$$$$$
Be RELENTLESS. Cut And RUN.
Product Includes-Features the PACKAGING.
Define Your DRAMATIC DIFFERENCE (R.P.O.V.8)
Best STORY Wins.
DRESS For Success.
First Goal: AMUSE Yourself.
Know YOURSELF.
DON’T Do Stuff You Hate.
“Over-invest” In RELATIONSHIPS.
(R.O.I.R.: Return On Investment in Relationships)
SYSTEMATICALLY “Manage” Relationships.
“Work” The SUPPORT PEOPLE In Client Orgs.
BLOG As If Your Life Depended On It.
SOPHISTICATED Use Of Infotech.
RESPONSE To Problems.
Make ’Em PAY.
CLOSE The Sale.
Invest BIGTIME In PR.
Media FRIENDLY.
Live-To-SCHMOOZE.
Fun/Laughter = $$$$
MBWA: Stay In Touch.
“You Must Be The Change You Wish
To See In The World”/GANDHI
5K For 5M.
Your CALENDAR Never Lies.
OUT: Pastels. IN: Technicolor
JUST SAY “NO” TO C.E.O.: CIO/Chief Innovation
Officer. CSO/Chief Sales Officer. CWO/
Chief Wow Officer
EXCELLENCE Is Very Cool.
“MICRO-MANAGE” Your Reputation.
Wear Your Integrity On Your SLEEVE.
KEEP Your Promises.
EXECUTION!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
“A Man Without A Smiling Face
MUST NOT Open His Shop.”
RECOGNITION!
Work HARD, Not Smart.
“Insanely Great.” THE STANDARD.
R.O.I.R
Measure #1:
R.O.I.R.*
*Return On
Investment In
Relationships
Sell
Sell
I [“Bacteria Man”] HEREBY PLEDGE:
When asked, “What are some examples
of companies stepping up to today’s
challenges?” … I will …
NEVER
AGAIN … offer an example of a
Giant Company; instead I’ll refer to
Cirque du Soleil, Donnelly’s Weatherstrip
Service, 3K tanning salons, 10.6M
women-owned businesses (or the
typically/95+% female recipients of
micro-lending) …*
*There is more to Biz Life than Giant Cos … LOTS MORE … that “hidden 99%”
Excellence.
Bank on it.
(commerce bank.)
The Commerce Bank Model
“Are you going to cost cut
your way to prosperity?
Or …
are you going to spend your
way to prosperity?”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
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
“Our whole
story is
growing
revenue.”
—Vernon Hills (Top-line driven; standard
is bottom-line driven by cost cutting)
The Commerce Bank Model
“over-invest in our
people, over-invest
in our facilities.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
Commerce Bank: From “Service” to “Experience”
7X. 730A800P. F12A.*
*’93-’03/10 yr annual return: CB: 29%;
WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
The Commerce Bank Model
“every computer at commerce bank has a
special red key on it that
says, ‘found something stupid that we are doing
that interferes with our ability to service the
customer? Tell us about it, and if we agree, we
will give you $50.’”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
“You do not merely want to be
You
want to be
considered the
only ones who
do what you
do.”
the best of the best.
—Jerry Garcia
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
EXCELLENCE.
SOUL I.
DESIGN.
All Equal Except …
“At Sony we assume that all products
of our competitors have basically the
same technology, price, performance
and features. Design is the
only thing that
differentiates one product
from another in the
marketplace.” —Norio Ohga
“Design is treated
like a religion
at BMW.” —Fortune
Bottom Line.
Design “is” …
WHAT & WHY I
LOVE.
LOVE.
I
LOVE
my …
All Time
No.1
(TP)
Ziplocs
Design “is” …
WHY I GET MAD.
MAD.
THE
DESIGNER OF MY
NEW HP
COMPUTER
Wanted:
Design is …
never
neutral.
Hypothesis:
DESIGN is
the principal
difference
between love
and hate!
EXCELLENCE.
SYSTEMS.
DESIGN.
K.I.S.S.
450/8
EXCELLENCE.
VALUE-ADDED LADDER III.
DREAM IT.
Furniture vs. Dreams
“We do not sell ‘furniture’ at Domain.
We sell dreams. This
is accomplished by addressing the
half-formed needs in our customers’
heads. By uncovering these needs,
we, in essence, fill in the blanks. We
convert ‘needs’ into ‘dreams.’
Sales are the inevitable
result.”
— Judy George, Domain Home Fashions
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ EMOTION
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
EXCELLENCE.
SOUL II.
THE STORY.
“Storytelling
is the core
of culture.”
—Branded Nation: The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
Best
story
wins!
Market Power =
Story Power
Pause.
“Little
Stuff.”
“Leaders
‘SERVE’
people.
Period.”
—Anon.
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect,
humane)
THE PROBLEM
IS RARELY THE
PROBLEM.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE
TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*RMN, M Stewart, WJC, “Scooter” Libby
PERCEPTION
IS ALL THERE
IS. PERIOD.*
*From Whole Foods to IBM to the corner deli
Priorities
“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
Roger’s
Rule of
Stuff”:
Three!
“Dennis, you need a …
‘To-don’t ’
List !”
“The one thing you need
to know about sustained
individual success:
Discover what you don’t
like doing and
stop
doing it.”
—Marcus Buckingham, The One Thing You Need to Know
SWEET SPOT:
SEEKING THE
DISCOMFORT
ZONE.
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
“A typical day at the office for me
‘What is
impossible that I
am going to do
today?’”
begins by asking,
—Daniel Lamarre, president,
Cirque du Soleil
“Little Stuff”
(the end)
(almost)
Conrad Hilton, at a big celebration of his
life, on “the most important lesson you’ve
learned in your long and distinguished
career”:
“remember
to tuck the shower
curtain inside
the bathtub”
“Little Stuff”
(the end)
“NEW”
MARKETS.
E-nor-mous
Stra-te-gic
opp-or-tun
women
BOOMERS
“EXCELLENCE.”
AARGH.
200
Good Thinking, Guys!
“Kodak Sharpens Digital Focus
On Its Best Customers:
Women”
—Page 1 Headline/WSJ/0705
EXCELLENCE.
DUH.
“To be a leader in
consumer
products, it’s
critical to have
leaders who
represent the
population we
serve.” —Steve Reinemund/PepsiCo
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
Women’s Trifecta+
*Buy
*Wealth
*Lead
+ECLIPSE
OF MALES
(Old/Retire; Young/Poorly educated)
Not Just America …
“Boys Falling
Seven Years
Behind Girls
at GCSE Level”
—headline, Weekly Telegraph, UK, 10.25.06
Girls Again
Outshine Boys
In CBSE Class
12 Exams
Source: Headline, Dateline New Delhi (0526.2007; Khaleej Times)
“Girls are
the new
boys.”
Source: The Daily Mail, 0425.2007,
“Why today’s women want a girl”
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
?????????
Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
Houses … 91%
D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
Cars … 68% (90%)
All consumer purchases … 83%
Bank Account … 89%
Household investment decisions … 67%
Small business loans/biz starts … 70%
Health Care … 80%
91% women:
“ADVERTISERS DON’T
UNDERSTAND US.”
(58% “ANNOYED.”)
Source: Greenfield Online for Arnold’s Women’s Insight Team
(Martha Barletta, Marketing to Women)
most significant
variable in every
“The
sales situation is the
gender
of the buyer, and
more importantly, how the
salesperson communicates
to the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
“Women don’t buy
They
join them.”
brands.
EVEolution
Selling to men:
The
TRANSACTION Model
Selling to Women:
The
RELATIONAL Model
Source: Selling to Men, Selling to Women, Jeffery Tobias Halter
Editorial/Men: Tables,
rankings.*
Editorial/Women:
Narratives that cohere.*
*Redwood (UK)
FemaleThink/ Popcorn & Marigold
“Men and women don’t think the
same way, don’t communicate
the same way, don’t buy for the
same reasons.”
“He simply wants the transaction
to take place. She’s interested in
creating a relationship. Every
place women go, they make
connections.”
EVEolution: Truth No. 1
Connecting Your
Female Consumers to
Each Other Connects
Them to Your Brand
“The ‘Connection Proclivity’ in
women starts early. When asked,
‘How was school today?’ a girl
usually tells her mother every
detail of what happened, while a
boy might grunt, ‘Fine.’ ”
EVEolution
Carol Gilligan/ In a Different Voice
Men: Get away from authority, family
Women: Connect
Men: Self-oriented
Women: Other-oriented
Men: Rights
Women: Responsibilities
Age 3
days, baby
girls 2X eye
contact.
“People powered”:
Source: Martha Barletta, Marketing to Women
2.6 vs.
Addenda: Vive La
difference!
“A woman
knows her children’s friends, hopes,
dreams, romances, secret fears, what
they are thinking, how they are
“Resting” State: 30%, 90%:
feeling. Men
are vaguely
aware of some short people
also living in the house.”
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
“As a hunter, a man needed vision that would
allow him to zero in on targets in the distance …
whereas a woman needed eyes to allow a wide
arc of vision so that she could monitor any
predators sneaking up on the nest. This is
why modern men can find their way
effortlessly to a distant pub, but can
never find things in fridges, cupboards
or drawers.”
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
“Female hearing advantage contributes significantly to
what is called ‘women’s intuition’ and is one of the
reasons why a woman can read between the lines of
Men, however,
shouldn’t despair. They are
excellent at imitating animal
sounds.”
what people say.
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
How many men does
it take to change a
roll
of toilet paper?
It’s unknown. It’s
never happened.
Source: Allan Pease & Barbara Pease, Why Men Can Only Do
Addenda
ends
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.
10. Women’s
Market =
Opportunity
No. 1.
EXCELLENCE.
OPPORTUNITY.
WOMEN.
BUSINESS.
OWNERS.
“The growth and
success of womenowned businesses is
one of the most
profound changes
taking place in the
business world
today.” —
Margaret Heffernan, How She Does It
Women-owned Biz
U.S. employees >
F500 employees
worldwide
Source: Martha Barletta, Marketing to Women
94%
of loans to …
women*
*Microlending; “Banker to the poor”; Grameen Bank;
Muhammad Yunus; 2006 Nobel Peace Prize winner
WOMEN.
DOMINATE.
ECONOMIC.
GROWTH.
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
“Since 1970, women
have held two
out of every
three new jobs
created.”
—FT, 10.03.2006
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide.
Women are closing in on “same pay for same
job.”
Women are penetrating senior ranks rapidly
[even if the pace is slow for the corner
office per se].
Women’s leadership strengths are exceptionally well
aligned with new organizational effectiveness &
value-added imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is … the point of men?
COROLLARY.
EXCELLENCE.
WOMEN.
RULE.
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
“On average, women and men
possess a number of different
innate skills. And current
trends suggest that many
sectors of the twenty-firstcentury economic
community are going to
need the natural talents of
women.” —Helen Fisher, The First Sex: The
Natural Talents of Women and How They Are Changing
the World
EXCELLENC
ALWAYS.
End.
ART THREE
Part
Four
EXCELLENCE.
INDIVIDUAL.
BRAND YOU.
BRAND YOU.
NO OPTION.
“You are the
storyteller of your
own life, and you can
create your own
legend or not.”
—Isabel Allende
Personal “Brand Equity” Evaluation
– My current Project is challenging me …
– New things I’ve learned in the last 90 days include …
– I am known for [2 to 3 things]; next year at this time I’ll
also be known for [1 more thing].
– My public “recognition program”
consists of …
– Additions to my Rolodex in the last 90 days include …
– My resume is discernibly
different from last year’s
at this time …
R.D.A.
Rate: 15%?, 25%?
Therefore: Formal “Investment
Strategy”/
R.I.P.*
*Renewal Investment Plan
“The only thing you
have power over is to
get good at what you
do. That’s all there
is; there ain’t no
more!”
—Sally Field
Muhammad Yunus:
“All human beings
are entrepreneurs. When we
were in the caves we were all selfemployed . . . finding our food, feeding
ourselves. That’s where human history
began . . . As civilization came we
suppressed it. We became labor
because they stamped us, ‘You are
labor.’ We forgot that we are
entrepreneurs.”
Source: Muhammad Yunus/The News Hour—PBS/1122.2006
“Never doubt that a small
group of committed
people can change the
world. Indeed it is
the only thing that
ever has.” —Margaret Mead
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
Brand Essentials:
*Mastering Sales/The Sales25.
*Getting Things Done/The
Power & Implementation34.
*presentation Excellence/
The PresX56.
*interviewing Excellence/
The IntX31
Brand you tool #1:
Mastering Sales …
The Sales25.
“Everyone lives
by selling
something.”
—Robert Louis Stevenson
Great Salespeople …
1. Know the product. (Find cool mentors, and use them.)
2. Know the company.
3. Know the customer. (Including the customer’s consultants.)
(And especially the “corporate culture.”)
4. Love internal politics at home and abroad.
5. Religiously respect competitors. (No badmouthing, no
matter how provoked.)
6. Wire the customer’s org. (Relationships at all levels &
functions.)
7. Wire the home team’s org. and vendors’ orgs. (INVEST
Big Time time in relationships at all levels & functions.) (Take junior
people in all functions to client meetings.)
It’s all
about
politics!
(Play or sit on the sidelines.)
“If you don’t
listen, you
don’t sell
anything.”
—Carolyn Marland/Managing Director/Guardian Group
Brand you tool #2:
Getting Things Done …
The Power &
Implementation34.
*Send “Thank You” notes!
It’s (always)
“all about relationships.” And at the Heart of Effective Relationships is …
APPRECIATION. (Oh yeah: Never, ever forget a birthday of a co-worker.)
*Bring donuts! “Small” gestures of appreciation (on a rainy day, after a long day’s
work the day before) are VBDs … Very Big Deals.
*Make the call! One short, hard-to-make call today can avert a relationship crisis
that could bring you down six months from now.
*Remember: There are no “little gestures” of kindness. As boss, stopping by
someone’s cube … for 30 seconds … to inquire about their sick parent will be
remembered for … 10 years. (Trust me.)
*Make eye contact! No big deal? Wrong! “It” is all about … Connection! Paying
attention! Being there … in the Moment … Present. So, work on your eye contact,
your Intent to Connect.
*Smile! Or, rather: SMILE. Rule: Smiles beget smiles. Frowns beget frowns. Rule:
WORK ON THIS.
*Smile! (If it kills you.) Energy & enthusiasm & passion engender energyenthusiasm-passion in those we work with.
Brand You Tool #3:
Presentation
Excellence …
The PresX56
Presentation Excellence
1. Total commitment to the Problem/Project/Outcome
2. A compelling “Story line”/“Plot”
3. Enough data to sink a tanker (98% in reserve)
4. Know the data from memory; ability to manipulate the
data in your head
5. Great Stories/Illustrations/Vignettes
6. Superb “political antennae” (you must “play the room”
like a Virtuoso and be hyper-attentive to the likes of
Body Language)
7. By hook or by crook … CONNECT
7A. CONNECT! CONNECT! CONNECT!
8. Punch line/Plot Outline/WOW/Surprise in first
one to two minutes
“The only
reason to give a
speech is to
change the
world.”
—JFK
Brand You Tool #4:
Interviewing
Excellence … The
IntX31
Interviewing Excellence
1. INTERVIEWING IS AN “ART” WORTH MASTERING! (Think
Christiane Amanpour, Mike Wallace)
2. Don’t overschedule—2 or 3 in depth interviews are a solid day’s
work. (More than that is lunacy and will lead to shallow results.)
3. Save, if possible, the “Big” Guy/Gal until last—that is, until you
know what the hell you’re doing!
4. Find a comfy/“safe”/neutral setting. THIS IS ALL IMPORTANT!
(Worst case: You on the other side of his/her desk.)
5. Start with a little bit (LITTLE) of local small talk. But get some tips
on the interviewee ahead of time; he may be one of the “brusque
ones” who considers any small talk a waste of his Imperial Time.
6. DO YOUR DAMN HOME WORK! (On the interviewee, the subject
matter.)
7. Concoct a … LONG LIST … of questions. (You’ll only use 10% of
it, but that’s okay.)
EXCELLENCE.
BEDROCK.
TALENT.
Hire very
good
people!
“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
—Ed Michaels, War for Talent
2
years.”
INVITE THEM TO
JOIN US IN A
JOURNEY TO
EXCELLENCE!
“In the end, management
doesn’t 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
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
EMPHASIZE
THE “SOFT
SKILLS.”
“It’s simple, really,
Tom. Hire for s,
and, above all,
promote for s.”
—Starbucks middle manager/field
Q: “If it were your $50K
[life’s savings] and my
$50K, what sort of Waiters
would we look for?”
A: “Enthusiasts!”
Build on
strengths
“The key difference between checkers and
chess is that in checkers the pieces all move
the same way, whereas in chess all the pieces
Discover what
is unique about each
person and capitalize
on it.”
move differently. …
—Marcus Buckingham, The One Thing You Need to Know
“The mediocre manager believes that most
things are learnable and therefore that the
essence of management is to identify each
person’s weaker areas and eradicate them.
The great manager believes the opposite.
He believes that the most
influential qualities of a person
are innate and therefore that the
essence of management is to
deploy these innate qualities as
effectively as possible and so
drive performance.” —Marcus Buckingham,
The One Thing You Need to Know
53 = 53
One size …
NEVER
fits all.
…
“Never, ever again
will I evaluate anyone
using a standardized
instrument devised by
a “professional” in
inhuman Resources.”
Promise #1:
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
“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
PARC’s Bob Taylor:
“Connoisseur
of Talent”
“Do”
TALENT!
220 workdays
= 220 “rosters”
Source: Coach K
new goal …
every game!
Source: Coach K
‘do’
“Leaders
people.
Period.”
—Anon.
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
< CAPEX
> People!
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
PUT HR AT THE
HEAD OF THE HEAD
TABLE. BEST
PEOPLE. NOBLEST
MISSION.
A review of Jack and Suzy Welch’s Winning claims there are but
two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance
measurement. Performance measurement based, as it usually is, on budgeting
leads to an epidemic of gaming the system. GE’s performance measurement is
divorced from budgeting—and instead reflects how you do relative to your past
performance and relative to competitors’ performance; i.e., it’s about how you
actually do in the context of what happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Putting HR on
a par with finance
and marketing.
Second:
Internal
“brand
promise”!
EVP/
IBP?*
What’s your company’s …
*Employee Value Proposition, per Ed Michaels et al.,
The War for Talent; IBP/Internal Brand Promise per TP
EVP/IBP = Remarkable
challenge, rapid professional
growth, respect, satisfaction,
fun, stunning opportunity,
exceptional reward, amazing
peer group, full membership in
Club Adventure, maximized
future employability
Source: Ed Michaels, The War for Talent; TP
Words
Matter.
Talent
Department
Brand =
Talent.
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
Re-imagine
People Power:
The Talent50
The Talent50
1. People first!
2. Soft is Hard.
3. FUNDAMENTAL PREMISE: We are in an
Age of Talent/ Creativity/Intellectualcapital Added.
4. Talent “excellence” in every part of the
organization.
5. P.O.T./Pursuit Of Talent = Obsession.
6. HR sits at The Head Table.
7. HR is “cool.”
The Talent50
8. Re-name “HR.” (Talent Department, Center of
Talent Excellence)
9. There’s an HR Strategy
10. There is a FORMAL Recruitment Strategy.
11. There is a FORMAL Leadership Development
Strategy.
12. There is a “world class” Leadership
Development Center.
13. There is a FORMAL-STRATEGIC HR Review
Process.
14. The “Top100,” and every unit’s Top10, are
consciously managed.
The Talent50
15. “People/Talent Reviews” are the
FIRST reviews.
16. HR Strategy = Business Strategy.
17. Make it a Cause Worth Signing Up For..
18. Set Sky High Standards.
19. Enlist everyone in Challenge Century21.
20. Pursue the Best!
21. Up or Out.
22. Ensure that the Review Process has
INTEGRITY.
23. Pay!
The Talent50
24.
25.
26.
27.
28.
29.
30.
31.
32.
Training I: Train! Train! Train!
TII: 100% “business people.”
TIII: 100% Leaders.
TIV: Boss as Trainer-in-Chief.
Open Communication I: NO
BARRIERS.
Open Communication II: Share
Information. (ALL!)
Respect!
INTEGRITY!
Treat the Whole Individual.
The Talent50
33.
34.
35.
36.
37.
38.
39.
40.
Places of “grace.”
MBWA: The “Rudy Rule.”
Thank You!
Promote for “people skills.”
(ALL ELSE IS SECONDARY.)
Honor youth.
Early leadership assignments.
Fast Tracking is the norm.
Create a System of Mentoring.
The Talent50
41. Diversity!
42. Diversity starts on the Board of
Directors.
43. WOMEN RULE.
44. Weird Wins.
45. We are all unique.
46. Bosses “win people over.”
47. GOAL: Adventures of Mutual
Discovery.
48. Foster Independence.
49. Enthusiasm!
50.
Talent
= Brand.
EXCELLENCE.
BEDROCK.
LEADERSHIP.
L23. 7Es.
9Ps. 12Ps.
The “7Es”
Exuberance!
Energy!
Empathy!
Engagement!
Empowerment!
Execution!
Excellence!
EXCELLENCE.
THE LEADERSHIP23.
Leadership23/ML
1.
2.
3.
4.
5.
6.
7.
8.
Enthusiasm. Energy. Exuberance.
Action. Execution.
Tempo. Metabolism.
Relentless.
Master of Plan B.
Accountability.
Meritocracy.
Leaders “do” people. Mentor. (“Success
creation business.”)
9. Women. Diversity.
10. Integrity. Credibility. Humanity. Grace.
11. Realism.
12. Cause. Adventures. Quests.
Leadership23/ML
13. Legacy.
14. Best story wins.
15. On the edge. (“Wildest chimera of a
moonstruck mind.”)
16. “Reward excellent failures. Punish
mediocre successes.”
17. Different > Better. (“Only ones who do
what we do.”)
18. MBWA. Customer MBWA.
19. Laughs.
20. Repot. Curiosity. Why?
21. You = Calendar. “To Don’t.” Two.
22. Excellence. Always.
23. Nelsonian! (“Other admirals more afraid
of losing than anxious to win.”)
EXCELLENCE.
BEDROCK.
LEADERSHIP.
“12 Ps.”
Tom Peters/04.18.2007
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
The Passion Imperative:
Leadership
50
The Basic
Premise.
1. Leadership Is a
Mutual
Discovery
Process.
…
“I don’t
know.”
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, mostly—caveat: “they” don’t
engage unless they’re “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-teachersleaders) 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!
Quests!
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.”
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to
get things done.”
– Peter Drucker
The
Leadership
Types.
2. Great Leaders on Snorting Steeds Are
Great Talent
Developers (Type I
Leadership) are the Bedrock of
Important – but
Organizations that Perform Over the Long
Haul.
Whoops: Jack
didn’t have a
vision!
3. But Then Again, There Are
Times When This “visionary”
(Type II Leadership) Stuff
Actually Works!
“A leader is a
dealer in
hope.”
Napoleon
4. Find the
“Businesspeople”!
(Type III Leadership)
I.P.M.
(Inspired
Profit Mechanic)
5. All Organizations
Need the Golden
Leadership
Triangle.
The Golden Leadership Triangle:
(1) Talent Fanatic …
(2) Visionary …
(3) Inspired Profit
Mechanic.
6. Leadership Mantra
#1: IT ALL
DEPENDS!
Renaissance Men
are … a snare, a
myth, a
delusion!
7. The Leader Is
Rarely/ Never the
Best Performer.
The
Leadership
Dance.
8. Leaders …
SHOW UP!
MBWA*
*5,000 miles for a 5-minute face-to
-face meeting (courtesy superagent Mark McCormick)
5,000
miles for a 5
min. meeting!
Mark McCormack:
“A body can
pretend to care,
but they can’t
pretend to be
there.”
— Texas Bix Bender
MBWA, Grameen Style!
“Conventional banks ask their clients to come
to their office. It’s a terrifying place for the poor
and illiterate. … The entire Grameen Bank
system runs on the principle that people
should not come to the bank, the bank
should go to the people. … If any staff
member is seen in the office, it should be taken
as a violation of the rules of the Grameen Bank.
… It is essential that [those setting up a new
village Branch] have no office and no place to
stay. The reason is to make us as different as
possible from government officials.”
Source: Muhammad Yunus, Banker to the Poor
9. Leaders …
LOVE the
MESS!
“I’m not happy
unless
I’m
uncomfortable.”
—Jay
Chiat
“If things seem
under control,
you’re just not
going
fast enough.”
Mario Andretti
10. Leaders
“We have a
‘strategic’
plan. It’s
called doing
things.”
— Herb Kelleher
11. Leaders
Re
-do.
“If it works,
it’s
obsolete.”
—Marshall McLuhan
12. BUT … Leaders
Know
When to
Wait.
Tex Schramm:
The
“too hard”
box!
13. Leaders Are …
Optimists.
Hackneyed but none the
LEADERS
SEE CUPS AS
“HALF FULL.”
less true:
“[Ronald
Reagan] radiated an
almost
transcendent
happiness.”
Half-full Cups:
Lou Cannon, George
14. Leaders
FOCUS!
“To
Don’t ”
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
15. Leaders …
CLEAR
DESIGN SPECS.
Set
Danger:
S.I.O.
(Strategic Initiative Overload)
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!
16. Leaders …
Send V-E-R-Y
Clear Signals About
What’s Important!
“Really Important
Stuff”: Roger’s
Rule of Three!
If It Ain’t
Broke …
Break It.
17. Leaders …
FORGET!/
Leaders …
DESTROY!
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
18. BUT … Leaders
Have to Deliver, So They
Worry About “Throwing
the Baby Out with the
Bathwater.”
“Damned If You
Do, Damned If You
Don’t, Just Plain
Damned.”
Subtitle in the chapter, “Own Up to the Great Paradox: Success Is
the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,”
Liberation Management (1992)
19. Leaders …
HONOR THE
USURPERS.
Saviors-in-Waiting
Disgruntled Customers
Upstart Competitors
Rogue Employees
Fringe Suppliers
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.
Forward.
Fast.
–High-tech Exec
21. Leaders Make …
BIG MISTAKES!
“Reward
excellent
failures. Punish
mediocre successes.”
Phil Daniels, Sydney exec (and, de facto, Jack)
Create.
22. Leaders Know that
THERE’S 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
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
Ah, kids: “What is your vision for
the future?” “What have you
accomplished since your first
book?” “Close your eyes and
imagine me immediately
doing something about what
you’ve just said. What would it
be?” “Do you feel you have an
obligation to ‘Make the world a
better place’?”
24. Leaders Push Their
W-a-y Up
the Value-added/
Intellectual
Capital Chain.
Organizations …
And the “M” Stands for … ?
“Systems
Integrator of
choice.”
Gerstner’s IBM:
(BW)
IBM Global Services:
$55B
25. Leaders Know that
the “HVA/Solutions
Revolution” rests upon:
Scintillating
Experiences.
“Experiences are as
distinct from services
as services are from
goods.”
Joseph Pine & James Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
26. Leaders
LOVE the
New Technology!
Power Tools
For Power
Strategies
Go for the Bold
* Bold/Aggressive/$$$$
* Bold/GameChanger
* Bold/Creative Destruction
* Bold/“Cool” Supplier Portfolio
* Bold/Web Fanaticism
27. Needed? Type IV
Leadership:
Technology
Dreamer-True
Believer
The Golden Leadership
Quadrangle: (1) Talent
Fanatic-Mentor … (2)
Creator-Visionary …
(3) Inspired Profit Mechanic
… (4) Technology DreamerTrue Believer
Talent.
28. Leaders …
DO TALENT!
‘do’
“Leaders
people.
Period.”
—Anon.
Brand =
Talent.
29. When It Comes to
TALENT …
Leaders Always Go
Berserk!
From “1, 2 or you’re out” [JW]
to …
“Best Talent in
each industry segment to
build best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent
30. Leaders Don’t
Create “Followers”:
THEY CREATE
LEADERS!
“I start with the
premise that the
function of leadership
is to produce more
leaders, not more
followers.”—Ralph Nader
Passion.
31. Leaders …
“Sell”
PASSION!
“Create a
‘cause,’ not
a ‘business.’ ”
G.H.:
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
32. Leaders Know:
ENTHUSIASM
BEGETS
ENTHUSIASM!
BZ: “I am a …
Dispenser of
Enthusiasm!”
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
James Woolsey, former CIA director:
“If
you’re enthusiastic
about the things
you’re working on,
people will come ask
you to do interesting
things.”
33. Leaders Are …
in a Hurry
Read It Closely: “We don’t sell
We
sell speed.”
insurance anymore.
Peter Lewis, Progressive
34. Leaders
Focus on the
SOFT STUFF!
“Soft” Is
“Hard”
- ISOE
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 It’s
ALL SALES ALL
THE TIME.
If you don’t LOVE
SALES … find
another life. (Don’t pretend
TP:
you’re a “leader.”) (See TP’s
The Project50.)
36. Leaders
LOVE
“POLITICS.”
If you don’t
LOVE POLITICS …
find another life.
TP:
(Don’t pretend you’re a “leader.”)
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, article on
“Most Admired Global Corporations”
38. Leaders
Give …
RESPECT!
Amen!
“What creates trust, in
the end, is the leader’s
manifest respect for
the followers.” — Jim O’Toole,
Leading Change
“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
He
was seriously interested
in who you were and
what you had to say.”
listened to a bishop or a college president.
Sara Lawrence-Lightfoot, Respect
39. Leaders Say
“Thank
You.”
“The deepest human
need to
be appreciated.”
need is the
William James
40. Leaders
Are …
Curious.
The Three Most Important Letters …
WHY?
41. Leadership Is
a…
Performance.
“It is necessary for the
President to be the
No. 1
actor.”
nation’s
FDR
42.
Leaders …
Are
The Brand
“You must
be
the change you
wish to see in the
world.”
Gandhi
“You can’t lead a
cavalry charge if
you think you
look funny on a
horse.”
—John Peers, President,
Logical Machine Corporation
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
43. Leaders …
Have a GREAT
STORY!
“Leaders don’t just make
products and make decisions.
Leaders make
meaning.”
– John Seely Brown
“A key – perhaps the key –
to leadership is
the effective
communication
of a story.”
Howard Gardner
Leading Minds: An Anatomy of Leadership
Leader Job 1
Paint
Portraits of
Excellence!
The Re-imagineer’s 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
Introspection.
44. Leaders …
Enjoy
Leading.
“Warren, I know you
want to ‘be’
president. But do
you want to ‘do’
president?”
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 shrivel—or 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 you’re “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 one’s
head, he/she shall never
hear the unvarnished
truth again!*
The Word According to TP:
(*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 Grant’s fearless horsemanship and his
determination, but also it is the first known example of a very important
Grant had an
extreme, almost phobic
dislike of turning back
and retracing his steps.
peculiarity of his character:
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
Relentless: “One of
my superstitions had always been
when I started to go anywhere or
not to
turn back , or stop,
to do anything,
until the thing intended was
accomplished.” —Grant
“incredible
power of
endurance”
—political
colleague, on Nicolas Sarkozy, repeatedly written off by the public and
the celestial powers of French politics (FT, 0515.07)
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
Relent
25
2,500
63
64
48
5,000,000
2,500,000
15
25 years
2,500 Seminars
63 Countries
64/Kenya
48 States
5,000,000 Miles
2,000,000 People
15 Books
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.
3.
4.
5.
6.
7.
8.
9.
If it ain’t broke ... Break it!
Hire crazies.
Ask dumb questions.
Pursue failure.
Lead, follow ... or get out of the way!
Spread confusion.
Ditch your office.
Read odd stuff.
10. Avoid moderation!
“You can’t behave
in a calm, rational
manner. You’ve got
to be out there on
the lunatic fringe.”
— Jack Welch
51. Leaders
(and Management Gurus)
WHEN TO
LEAVE!
Know
“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 possible.”
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
EXCELLEN
ALWAYS.