EXCELLENCE. ALWAYS. Tom Peters/KillerCombo/22April2006

Organizations are not machines. That has been the central message of all my books. They are living communities of individuals. To describe them we need to use the language of communities and the language of individuals. That means a mix of words we use in politics and in ordinary everyday life. The essential task of leadership (a word from political theory, unlike the word manager) is to combine the aspirations and needs of individuals with the purposes of the larger community to which they all belong. Charles Handy

P.P.E.E.R.E.

People. Product. Execution. Enthusiasm. Relentless. Excellence.

EXCELLENCE. ALWAYS.

Slides at … tompeters.com

EXCELLENCE

Excellence1982: The Bedrock Eight Basics 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties

What is In Search of Excellence all about: People. Emotion. Engagement. Exuberance. Action-Execution. Empowerment. Independence. Initiative. Imagination. Great Stories. Incredible Adventures. Trust. Caring. Fun. Joy. Customer-centrism. Profit. Growth. Brand You. Dramatic Differences. Experiences that Make You Gasp. Excellence. Always.

ExIn*: /Forbes.com DJIA : $10,000 yields $85,500 EI : $10,000 yields $140,050 * Excellence Index /Basket of 32 publicly traded stocks

EXCELLENCE. ALWAYS.

Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.

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

Business: The Ultimate Creative Endeavor.

Business: The Ultimate Personal Development- Growth Experience.

Business: The Ultimate Transcendent Service Opportunity.

EXCELLENCE. ALWAYS.

Great Companies … SET THE AGENDA.* (Period.) * disturb the sleep of …

AGENDA SETTERS: Set the Table/ Pioneers/ Questors/ Adventurers US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited … Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia … Cisco … Dell … MCI … Sun … Microsoft … Google … Enron … Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin … eBay … Amazon … Sony … Amgen … BMW … CNN … Nike

But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting. The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever. Kjell Nordström and Jonas Ridderstråle, Funky Business

Donnellys Weatherstrip Service Weymouth MA

EXCELLENCE. ALWAYS.

First-level Scientific Success: Beyond Brains

First-level Scientific Success The smartest guy in the room wins Or …

First-level Scientific Success Fanaticism Persistence-Dogged Tenacity Patience (long haul/decades) -Impatience (in a hurry/do it yesterday) Passion Energy Relentlessness (Grant-ian) Enthusiasm Driven (nuts!) (Brutal?) Competitiveness Entrepreneurial Pragmatic (R.F!A.) Scrounge (gets the logistics-infrastructure bit) Master of Politics (internal-external) Tactical Genius Pursuit of (Oceanic) Excellence! High EQ/Skillful in Attracting + Keeping Talent/Magnetic Prolific (ground up more pig brains) Egocentric Sense of History-Destiny Futuristic-In the Moment Mono-dimensional (Work-life balance? Ha!) Exceptionally Intelligent Exceptionally Clever (methodological shortcuts/methodological genius) Luck

First-level Scientific Success/Short Form Scientific Success (Nobel-level) = Genius + Execution + Master of Soft Skills + Enthusiasm + Magnetism + Destiny (sense of) + Energy

Biz Bonanza Success = DDMMSTERL/ "D-squared, M-squared, STERL = DramaticDifference + Business Acumen/Money + Good Marketing Instinct/Ice-to-Eskimos Sales Skills + Stellar Talent + Aim for Excellence + Resilience/Tenacity/Adaptability + Luck (The Necessary Nine: What Every Small Biz Requires to Excel.) (Big, too.)

EXCELLENCE. ALWAYS.

Summary: WallopWal*Mart16* *Or: Why its so absurdly easy to beat a GIANT Company

The Small Guys Guide: Wallop Wal*Mart16 * Niche-aimed. (Never, ever all things for all people, a mini- Wal*Mart.) * Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *Dramatically Different (La Difference... within our community, our industry regionally, etc … is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) * Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) * Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

$798

$415/SqFt/Wal*Mart $798/SqFt/Whole Foods

7X. 730A- 800P. F12A.* *93-03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

EXCELLENCE? ALWAYS?

Franchise Lost! TP: How many of you [600] really crave a new Chevy? NYC/IIR/061205

This is not amature category.

This is an undistinguished category.

The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and s imilar quality. Kjell Nordström and Jonas Ridderstråle, Funky Business

The Small Guys Guide: Wallop Wal*Mart16 * Niche-aimed. (Never, ever all things for all people, a mini- Wal*Mart.) * Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *Dramatically Different (La Difference... within our community, our industry regionally, etc … is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) * Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) * Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? Its like trying to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. Theyre on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now takenso its no longer remarkable when you decide to do it. Seth Godin, Fast Company/

The Small Guys Guide: Wallop Wal*Mart16 * Hands-on, emotional leadership. (We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!) * A community star! (Sell local-ness per se. Sell the hell out of it!) * An incredible experience, from the first to last momentand then in the follow- up! (These guys are cool! They get me! They love me!) * DESIGN DRIVEN! (Design is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.)

The Small Guys Guide: Wallop Wal*Mart16 * Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!) * Sophisticated use of information technology. (Small-ish is no excuse for small aims/execution in IS/IT!) * Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.) * Innovative! (Must keep renewing and expanding and revising and re-imagining the promise to employees, the customer, the community.)

The Small Guys Guide: Wallop Wal*Mart16 * Brand-Lovemark* (*Kevin Roberts) Maniacs ! (Branding is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche lovemark.) * Focus on women-as-clients. (Most dont. How stupid.) * Excellence! (A small player … per me … has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the rightone damn day and client experience at a time! to beat the Big Guys in your chosen niche!)

EXCELLENCE. ALWAYS.

Donnellys Weatherstrip Service Weymouth MA

25

Cirque du Soleil !

And the Winner is … 1. Audacity of Vision 2. Innovation/R&D/Design 3. Talent Acquisition & Development 4. Resultant Experience 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence 9. Wow! 10. Lovemark!

Tattoo Brand : What % of users would tattoo the brand name on their body?

Top 10 Tattoo Brands* Harley.… 18.9% Disney Coke …. 7.7 Google Pepsi Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

EXCELLENCE. ALWAYS.

$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

By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. … However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, but the game has changed forever. Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future. Narayana Murthy, chairmans letter, Infosys Annual Report

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

SCS/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bank Source: Fast Company

And … MasterCard Advisors

Huge: Customer Satisfaction versus Customer Success

EXCELLENCE? ALWAYS?

Disintermediation is overrated. Those who fear disintermediation should in fact be afraid of irrelevancedisintermediation is just another way of saying that … youve become irrelevant to your customers. John Battelle/Point/Advertising Age/07.05

Chicago: HRMAC

support function / cost center / bureaucratic drag or …

Are you … Rock Stars of the Age of Talent

DD$21M

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; ie 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. Second: Putting HR on a par with finance and marketing.

EXCELLENCE. ALWAYS.

support function / cost center / bureaucratic drag or …

Answer: PSF

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 )

EXCELLENCE. ALWAYS.

ThePSF35 : 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 cant explain your position in eight words or less, you dont have a positionSeth Godin) 2. DRAMATIC DIFFERENCE (We are the only ones who do what we doJerry Garcia) 3. Stretch Is Routine (Never bite off less than you can chewanon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling Best TeamFast) 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 UniverseSteve 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

????? Do good (excellent?!) work Make a lot of money

Point of View!

PSF + BY + WP + DD + E = UVA

PSF (Professional Service Firm) + BY (Brand You) + WP (WOW Projects) + DD (Dramatic Difference) + E (Excellence) = UVA (Unassailable Value-Added)

EXCELLENCE. ALWAYS.

Answer: PSF

EXCELLENCE. ALWAYS.

Trapper: <$20 per beaver pelt. Source: WSJ

WDCP*: $150 to remove problem beaver; $750- $1,000 for flood-control piping … so that beavers can stay. * Wildlife Damage-control Professional Source: WSJ

Answer: PSF

EXCELLENCE. ALWAYS.

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

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

Purchasing Officer Thrust #1: Cost (at All Costs*) Minimization Professional ? Or/to: Full Partner- Leader in Lifetime Value-added Maximization ? (*Lopez: Arguably Villain #1 in GM tragedy/Anon VSE-Spain)

HCare CIO: Technology Executive (workin in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospitals Senior Healing-Services Team (who happens to be a techie)

Answer: PSF

EXCELLENCE. ALWAYS.

Lead It: New C-Levels

C X O* *Chief e X perience Officer

C F O* *Chief Festivals Officer

C C O* *Chief Conversations Officer

C S O* *Chief Seduction Officer

C L O* *Chief Lovemar k Officer

C DM* *Chief Dream Merchant

C PI* *Chief Portal Impresario

C W O* *Chief WOW Officer

C ST O* *Chief Storytelling Officer

C R O* *Chief Revenue Officer

EXCELLENCE. ALWAYS.

Flower Power!

EXCELLENCE. ALWAYS.

Better By Design: A National Strategy NZ = Design Excellence

EXCELLENCE. ALWAYS.

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

In 1933, Thomas J. Watson Sr. gave a speech at the Worlds Fair, World Peace through World Trade. We stood for something, right? Sam Palmisano

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?

EXCELLENCE. ALWAYS.

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.

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!

EXCELLENCE. ALWAYS.

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.

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

We are a Life Success Company Dave Liniger, founder, RE/MAX

EXCELLENCE. ALWAYS.

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 )

You are the storyteller of your own life, and you can create your own legend or not. Isabel Allende

Nobody can prevent you from choosing to be exceptional. Mark Sanborn, The Fred Factor To live is the rarest thing in the world. Most people exist, that is all. –Oscar Wilde Make your life itself a creative work of art. Mike Ray, The Highest Goal

This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy. GB Shaw/ Man and Superman

Will you actually remember it as worthwhile 10 years from now? S.H.

Tell me, what is it you plan to do with your one wild and precious life? Mary Oliver

A position is not an accomplishment. TP

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

EXCELLENCE. ALWAYS.

The First step in a dramatic organizational change program is obviousdramatic personal change! RG

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

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

MBWA* *HS/25+

25

You = Your calendar* *Calendars NEVER lie!!

EXCELLENCE. ALWAYS.

4/40 Tom Peters/Novosibirsk/14 April 2006

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

Ex-e- cu-tion!

Ac-count- a-bil-ity!

6:15A.M.

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

Decentralization is not a piece of paper. Its not me. Its either in your heart, or not. Brian Joffe/BIDvest

No Need for Economies of Scale: Illinois Tool Revs Up Innovation by Keeping Its 655 Units Separate and Focused Source: Headline, BW, (commodity producer; R&D = 1%; Top 100 patent recipient66 th in 04) ($12B rev in 04; CEO David Speer: focus, lean, customer intimacy, entrepreneurial, employee participation)

HOW THE COAST GUARD GETS IT RIGHT Headline, Time, *Autonomy *Flexibility *Perhaps the most important distinction of the Coast Guard is that it trusts itself

Ex-e- cu-tion!

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

TP/BW on BigCo Sin #1: too much talk, too little do

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

Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

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

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

While many people big oil finds with big companies, over the years about 80 percent of the oil found in the United States has been brought in by wildcatters such as Mr Findley, says Larry Nation, spokesman for the American Association of Petroleum Geologists.WSJ, Wildcat Producer Sparks Oil Boom in Montana,

A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 …

1. Every morning, write a list of the things that need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR

Ex-e- cu-tion!

I saw that leaders placed too much emphasis on what some call high- level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiativeand then nothing would come of it. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy/ Execution: The Discipline of Getting Things Done

You only find oil if you drill wells. Source: The Hunters, by John Masters, Canadian O & G wildcatter

Ac-count- a-bil-ity!

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

robust dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune)

6:15A.M.

EXCELLENCE. ALWAYS.

Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

EXCELLENCE. ALWAYS.

Insanely Great Language! Insanely Great. Steve Jobs

Radically Thrilling Language! Radically Thrilling. BMW Z4 (ad)

Astonish me! /S.D. Build something great! /H.Y. Make it immortal! /D.O.

Gaspworthy!

EXCELLENCE. ALWAYS.

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

Stay Hungry. Stay Foolish. Steve Jobs

EXCELLENCE. ALWAYS.

Its always showtime. David DAlessandro, Career Warfare

EXCELLENCE. ALWAYS.

XCELLENC ALWAYS.

!

All You Need to Know* *more or less

In The Beginning

X82/Excellence1982: The Bedrock Eight Basics 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties

ExIn*: /Forbes.com DJIA: $10,000 yields $85,500 EI: $10,000 yields $140,050 *Excellence Index/Basket of 32 publicly traded stocks

Yikes

China!

China

Ch

THREE BILLION NEW CAPITALISTS Clyde Prestowitz

New Economy?! Sergey + Larry > Harvard

the metabolically dominant soldier Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodiesand What It Means to Be Human, Joel Garreau

The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically. Peter Drucker

This is a dangerous world and it is going to become more dangerous. We may not be interested in chaos but chaos is interested in us. Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

H5N1H5N1

Cause

Create a cause, not a business. Gary Hamel

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)

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

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

Quest

I dont know. Source: Karl Weick

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

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

The role of the Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

We are a Life Success Company Dave Liniger, RE/MAX

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

Artist

Leader Job 1 Paint Portraits of Excellence !

Point of View !

Best Story

Storytelling is the core of culture.Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

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

People

Leaders do people. Anon.

Les Wexner: From sweaters to people!

Connoisseur of Talent Source: Colleague on PARCs Bob Taylor

Did We Say Talent Matters? The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but 10,000X. Nathan Myhrvold, former Chief Scientist, Microsoft

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

Brand = Talent.

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

DD$21M

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; ie 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. Second: Putting HR on a par with finance and marketing.

People

Employees: Are there enough weird people in the lab these days? V. Chmn., pharmaceutical house, to a lab director

Decency

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

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

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

Grace

Rodales on Grace … elegance … charm … loveliness … poetry in motion … kindliness.. benevolence … benefaction … compassion … beauty

Thank you

The two most powerful things in existence: a kind word and a thoughtful gesture. Ken Langone

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

Intangibles

Hard is soft. Soft is hard.* *In Search of Excellence

Organizations are not machines. That has been the central message of all my books. They are living communities of individuals. To describe them we need to use the language of communities and the language of individuals. That means a mix of words we use in politics and in ordinary everyday life. The essential task of leadership (a word from political theory, unlike the word manager) is to combine the aspirations and needs of individuals with the purposes of the larger community to which they all belong. Charles Handy

Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TPs final words: CYNICISM STINKS.]

Self- management

The First step in a dramatic organizational change program is obvious dramatic personal change! RG

You = Your Calendar

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

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

Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe. Winston Churchill

MBWA

You cant lead a cavalry charge if you think you look funny on a horse. John Peers, President, Logical Machine Corporation

>25

Curiosity

Why?

Ears

If you dont listen, you dont sell anything. Carolyn Marland/MD/Guardian Group

Conformity

While everything may be better, it is also increasingly the same. Paul Goldberger on retail, The Sameness of Things, The New York Times

To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation. W. Chan Kim & Renée Mauborgne, Think for Yourself Stop Copying a Rival, Financial Times/

The short road to ruin is to emulate the methods of your adversary. Winston Churchill

Conformity

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/Strategy or Revolution/Harvard Business Review

Dramatic Difference

Point of View!/Point of Dramatic Difference!

PSF! Donnellys Weatherstrip Service Weymouth MA

The Small Guys Guide: Wallop Wal*Mart16 * Niche-aimed. (Never, ever all things for all people, a mini- Wal*Mart.) * Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *Dramatically Different (La Difference... within our community, our industry regionally, etc … is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) * Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) * Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

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

[Immelt] is now identifying technologies with which GE will … systematically set out to build entirely new industriesStrategy+Business, Fall 2005

Great Companies … SET THE AGENDA.* (Period.) * disturb the sleep of …

AGENDA SETTERS: Set the Table/ Pioneers/ Questors/ Adventurers US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited … Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia … Cisco … Dell … MCI … Sun … Microsoft … Google … Enron … Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin … eBay … Amazon … Sony … Amgen … BMW … CNN … Nike

But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting. The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever. Kjell Nordström and Jonas Ridderstråle, Funky Business

Action

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

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

Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy/ Execution: The Discipline of Getting Things Done

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

GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune)

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

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

You only find oil if you drill wells. Source: The Hunters, by John Masters, Canadian O & G wildcatter

Never forget implementation boys. In our work its what I call themissing 98 percent of the client puzzle. Al McDonald

Try It Try It Try It

Fail faster. Succeed sooner. David Kelley/IDEO

Sams Secret #1!

4/40

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

Ex-e- cu-tion!

Ac-count- a-bil-ity!

6:15A.M.

Focus

Dennis, you need aTo- 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

We will not, I repeat not, pretend to be all things to all people. CEO, Investec (03.06)

K.I.S.S.

One bank is currently claiming to leverage its global footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets. I assume that it is just saying that it is there to help its customers wherever they are. Charles Handy

450/8

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

I wanted GE to operate with the speed, informality, and open communication of a corner store. Corner stores often have strategy right. With their limited resources, they have to rely on laser-like focus on doing one thing very well. Jack Welch/Fortune/04.05

Change

If you dont like change, youre going to like irrelevance even less. General Eric Shinseki, Chief of Staff. U. S. Army

We eat change for breakfast! Harry Quadracci, QuadGraphics

Im not comfortable unless Im uncomfortable. Jay Chiat

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

Change

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

Dont benchmark, futuremark! Impetus: The future is already here; its just not evenly distributed William Gibson

[Immelt] is now identifying technologies with which GE will … systematically set out to build entirely new industriesStrategy+Business, Fall 2005

Forget

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

Big Change

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

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

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/

Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown. Kevin Kelly, New Rules for the New Economy

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

Big Bigger Biggest ??????

I dont believe in economies of scale. You dont get better by being bigger. You get worse. Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%; J.P. Morgan Chase, 0.9%)

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

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 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 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

Exit, Stage Right … CEO departure rate, : +300% Source: Booz Allen Hamilton (per USA Today/ )

New Economy?! Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

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 on turning back was not an option for him. Michael Korda, Ulysses Grant

It is no use saying We are doing our best. You have got to succeed in doing what is necessary. WSC

Agressive

Nelsons secret: [Other] admirals more frightened of losing than anxious to win

Speed

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

Tempo

He who has the quickest O.O.D.A. Loops * wins! *Observe. Orient. Decide. Act. / Col. John Boyd

Richard & Kevin

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

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!

Passion & Enthusiasm

I am a dispenser of enthusiasm. Ben Zander

Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

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

Hustle

Most important, he upped the energy level at Motorola.Fortune on Ed Zander/08.05

Sunny

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

A leader is a dealer in hope. Napoleon

Aim High

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

Get better vs Get different

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

Stay Hungry. Stay Foolish. Steve Jobs

Dream

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

Tell me, what is it you plan to do with your one wild and precious life? Mary Oliver

Create

A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete. Only the constant pursuit of innovation can ensure long-term success. Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/ )

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

Revenue

Top Line, Anyone? Point (Advertising Age), to Phil Kotler: Who should the CMO [Chief Marketing Officer] report to? Kotler: Maybe a Chief Revenue Officer the cost side has been squeezed, now companies have to focus on top-line growthor maybe a Chief Customer Officer. (TP: Or maybe both!)

C R O* *Chief Revenue Officer

Women Buy Women Lead

Women are the majority market Fara Warner/The Power of the Purse

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. Womens Market = Opportunity No Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Womens Market = Opportunity No. 1.

10. Womens Market = Opportunity No. 1.

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

To be a leader in consumer products, its critical to have leaders who represent the population we serve. Steve Reinemund/PepsiCo

Boomers Buy Geezers Buy

Stats 18-44: -1% 55+: +21% (55-64: +47%)

44-65: New Customer Majority * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

Sell Sell Selll

. Everyone lives by selling something. – Robert Louis Stevenson

Value- added

And the M Stands for … ? Gerstners IBM: Systems Integrator of choice. IBM Global Services: $55B

And … MasterCard Advisors

Value- added

Disintermediation is overrated. Those who fear disintermediation should in fact be afraid of irrelevancedisintermediation is just another way of saying that … youve become irrelevant to your customers. John Battelle/Point/Advertising Age/07.05

Answer: Professional Service Firm/PSF! Department Head to … Managing Partner, IS [HR, R&D, etc.] Inc.

Answer: PSF

Best is not good enough!

Game-changing Solutions: Core Mechanism PSF (Professional Service Firm model) + Wow Projects (Different vs Better) + Brand You (Distinct or Extinct)

PSF! Donnellys Weatherstrip Service Weymouth MA

Value- added

$798

$415/SqFt $798/SqFt

Experience

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

Q: Why did you buy Jordans Furniture? A: Jordans is spectacular. Its all showmanship. Source: Warren Buffet interview/Boston Sunday Globe

One companys answer: C X O* *Chief e X perience Officer

We dont have a good language to talk about this kind of thing. In most peoples vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation. Steve Jobs

Love

Kevin Roberts: Lovemarks !

Top 10 Tattoo Brands* Harley.… 18.9% Disney Coke …. 7.7 Google Pepsi Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5 *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

No Limits

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

!

Leadership 23 Tom Peters/Novosibirsk/14April2006

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 creation business.) 9. Women. Diversity. 10. Integrity. Credibility. Humanity. Grace. 11. Realism. 12. Cause. Adventures. Quests.

Leadership Legacy. 14. Best story wins. 15. On the edge. (Wildest fantasy of a dreamy 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 Dont. Two. 22. Excellence. Always. 23. Nelsonian! (Other admirals more afraid of losing than anxious to win.)

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!

Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson

!

Leadership 23L* *Long Version

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 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 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 Dont. Two. 22. Excellence. Always. 23. Nelsonian! (Other admirals more afraid of losing than anxious to win.)

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!

Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson

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)

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

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?

Les Wexner: From sweaters to … people!

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

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.

The role of the Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

We are a life Success Company Dave Liniger, RE/MAX

You = Your calendar* *Calendars NEVER lie!!

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

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

You only find oil if you drill wells. John Masters

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

Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

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

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

Stay Hungry. Stay Foolish. Steve Jobs

!

People Power!

People Power:Brand You Days

People Power: The Talent 50

People Power:Brand You Days

One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people. It will unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled. Clyde Prestowitz, Three Billion New Capitalists

If there is nothing very special about your work, no matter how hard you apply yourself you wont get noticed, and that increasingly means you wont get paid much either. Michael Goldhaber, Wired

You are the storyteller of your own life, and you can create your own legend or not. Isabel Allende

Imagine you are sitting next to a stranger at dinner and you have to describe your job in one sentence that they can understand. If you fail this test, you are either a nuclear physicist or your job shouldnt exist. Lucy Kellaway/personal relevance test/FT/

Personal Brand Equity Evaluation –I am known for [2 to 3 things]; next year at this time Ill also be known for [1 more thing]. –My current Project is challenging me … –New things Ive learned in the last 90 days include … –My public recognition program consists of … –Additions to my Rolodex in the last 90 days include … –My resume is discernibly different from last years at this time …

R.D.A. Rate: 15%?, 25%? Therefore: Formal Investment Strategy/ R.I.P.* *Renewal Investment Plan

Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years … mostly on line. Peter Drucker

26.3

Distinct … or … Extinct

New Work SurvivalKit Mastery! (Best/Absurdly Good at Something!) 2. Manage to Legacy (All Work = Memorable/Braggable WOW Projects!) 3. A USP/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/suck up loyalty to horizontal/colleague/mate loyalty) 5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project) 6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) 9. Comfortable with Your Skin (Bring interesting you to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?) 11. Embrace Marketing (Your own CSO/Chief Storytelling Officer) 12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)

Joe J. Jones 1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDNT LET HIM!

T. J. Peters 1942 – 2--- HE WAS A PLAYER!

Its always showtime. David DAlessandro, Career Warfare

Getting to WOW Through Mastery of … The Sales 25.

Getting Things Done: The Power & Implementation 34.

Presentation Excellence: The PresX56

The Interviewing Excellence: The IntX31

!

People Power: The Talent 50

1. People First!

The Creative Age is a wide-open game. Richard Florida, The Rise of the Creative Class

Whoops: Jack didnt have a vision!* * GE = Talent Machine (Ed Michaels)

When land was the scarce resource, nations battled over it. The same is happening now for talented people. Stan Davis & Christopher Meyer, futureWEALTH

2. Soft Is Hard.

Message: Leading Talent 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.

3. FUNDAMENTAL PREMISE: We Are in an Age of Talent/Creativity/ Intellectual-capital Added.

Human creativity is the ultimate economic resource. Richard Florida, The Rise of the Creative Class

Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age (creators and empathizers) Source: Dan Pink, A Whole New Mind

4. Talent Excellence in Every Part of Every Organization.

Wegmans: #1/100 Best Companies to Work for /2005

5. P.O.T./ Pursuit Of Talent = OBSESSION.

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

Les Wexner: From sweaters to … people!

6. Talent Masters Understand Talents Intangibles.

Q: If it were your $50K [lifes savings] and my $50K, what sort of Waiters would we look for? A: Enthusiasts!

Visibly energetic /Passionate/Enthusiastic … about everything. Engaging/Inspires others. (Inspires the interviewer!) Loves messes & pressure. Impatient/ Action fanatic. A finisher. Exhibits: Fat WOW Project Portfolio. (Loves to talk about her work.) Smart. Curious/ Eclectic interests/ A little (or more) weird. Well-developed sense of humor/ Fun to be around. ****** No. 1 re bosses: Exceptional talent selection & development record. (Former co-workers: Did you visibly grow while working with X? /How has the department/team grown on a world-class scale during Xs tenure?)

7. HR Is Cool.

Chicago: HRMAC

support function / cost center / bureaucratic drag or …

Are you … Rock Stars of the Age of Talent?

HR doesnt tend to hire a lot of independent thinkers or people who stand up as moral compasses. Garold Markle, Shell Offshore HR Exec (FC/08.05)

8. HR Sits at The Head Table.

DD$21M

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; ie 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. Second: Putting HR on a par with finance and marketing.

9. Re-name HR.

Talent Department

People Department Center for Talent Excellence Seriously Cool People Who Recruit & Develop Seriously Cool People Etc.

10. There Is an HR Strategy/ HR Vision

Omnicom very simply is about talent. Its about the acquisition of talent, providing the atmosphere so talent is attracted to it. John Wren

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

Whats your companys … EVP/ IBP?* *Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP

EVP/IBP = Remarkable challenges, rapid professional growth, wholesale respect, deep satisfaction, fun, stunning opportunities, exceptional rewards, amazing peer group, full membership in Club Adventure, maximized future employability

11. Acquire for Talent!

Omnicom's acquisitions: not for size per se; buying talent; deepen a relationship with a client. Source: Advertising Age

12. There Is a FORMAL Recruitment Strategy.

Busy Executives Fail To Give Recruiting Attention It Deserves Headline, WSJ,

Cirque du Soleil !

Cirque du Soleil: Talent (12 full-time scouts, database of 20,000). R&D (40% of profits; 2X avg corp). Controls (shows are profit centers; partners like Disney offset costs; $100M on $500M). Scarcity builds buzz/brand (1 new show per year. People tell me were leaving money on the table by not duplicating our shows. Theyre right. Daniel Lamarre, president). Source: The Phantasmagoria Factory/Business 2.0/

13. There Is a FORMAL Leadership Development Strategy.

DD: 0 to 60mph in a flash (months)

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/

14. There is a World Class Leadership Development CENTER.

Crotonville!

15. There Is a FORMAL STRATEGIC HR Review Process.

In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool strengthening issues. The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies. Ed Michaels

16. People/ Talent Reviews Are the FIRST Reviews.

17. HR Strategy = BUSINESS Strategy.

Wegmans: #1/100 Best Companies to Work for 84%: Grocery stores are all alike 46%: additional spend if customers have an emotional connection to a grocery store rather than are satisfied (Gallup) Going to Wegmans is not just shopping, its an event. Christopher Hoyt, grocery consultant You cannot separate their strategy as a retailer from their strategy as an employer. Darrell Rigby, Bain & Co.

Cirque du Soleil !

18. Make it a Cause Worth Signing Up For.

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)

19. Unleash Their Full Potential!

Firms will not manage the careers of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career. Tim Hall et al., The New Protean Career Contract

RE/MAX: A Life Success Company Source: Everybody Wins, Phil Harkins & Keith Hollihan

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

20. Set Sky High Standards.

Did We Say Talent Matters? The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but 10,000X. Nathan Myhrvold, former Chief Scientist, Microsoft

21. Enlist Everyone in Challenge Century21.

Distinct … or … Extinct

New Work SurvivalKit Mastery! (Best/Absurdly Good at Something!) 2. Manage to Legacy (All Work = Memorable/Braggable WOW Projects!) 3. A USP/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/suck up loyalty to horizontal/colleague/mate loyalty) 5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project) 6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) 9. Comfortable with Your Skin (Bring interesting you to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?) 11. Embrace Marketing (Your own CSO/Chief Storytelling Officer) 12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)

22. Pursue the Best!

best person in the world Arthur Blank

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

23. Up or Out.

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

24. Ensure that the Review Process Has INTEGRITY.

25 = 100* * But what do I do thats more important than developing people? I dont do the damn work. They do.GS

25. Pay Up!

Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers. Ed Michaels, War for Talent

Costco *$17/hour (42% above Sams); very good health plan; low t/o, low shrinkage *Low margins (When I started, Sears, Roebuck was th Costco of the country, but they allowed someone to come in under themJim Sinegal) Source: How Costco Became the Anti-Wal*Mart/NYT/

26. Training I: Train! Train! Train!

26.3

3 Weeks in May Training & Prep: 187 Work: 41 (Other: 17)

1% vs. 367 %

Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Soldiers do it. Surgeons do it. Cops do it. Astronauts do it. Why dont businesspeople do it?

Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years … mostly on line. Peter Drucker, Business 2.0

27. Training II: 100% Business People.

28. Training III: 100% LEADERS.

I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader

29. Training IV: Boss as Trainer- in-Chief.

Workout = 24 DPY in the Classroom

30. Training V: The REAL Bedrock of the Talent Thing.

My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childlet alone our childreceive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating grade-level motor skills. Jordan Ayan, AHA!

Ye gads:Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that school-related evaluations are poor predictors of economic success, Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins

15 Leading Biz Schools Design/Core: 0 Design/Elective: 1 Creativity/Core: 0 Creativity/Elective: 4 Innovation/Core: 0 Innovation/Elective: 6 Source: DMI/Summer 2002/Research by Thomas Lockwood

31. Wide-open Communication: NO BARRIERS.

The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over. Frank Lekanne Deprez & René Tissen, Zero Space: Moving Beyond Organizational Limits

32. Respect!

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

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

Empowerment = Trust Source: Barry Gibbons

33. Embrace the Whole Individual.

34. Build Places of Grace.

Rodales on Grace … elegance … charm … loveliness … poetry in motion … kindliness... benevolence … benefaction … compassion … beauty

35. MBWA*: Visible Leadership! *Managing By Wandering Around

The first and greatest imperative of command is to be present in person. Those who impose risk must be seen to share it. John Keegan, The Mask of Command

36. Thank You!

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

37. Promote for people skills. (THE REST IS DETAILS.)

When assessing candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of getting things done, the obstacles overcome, the role her people played or does she keep wandering back to strategy or philosophy? Larry Bossidy, Honeywell/AlliedSignal, in Execution

38. Honor Youth.

Why focus on these late teens and twenty- somethings? Because they are the first young who are both in a position to change the world, and are actually doing so. … For the first time in history, children are more comfortable, knowledgeable and literate than their parents about an innovation central to society. … The Internet has triggered the first industrial revolution in history to be led by the young. The Economist

39. Provide Early Leadership Assignments.

The WOW! Project

40. Create a FORMAL System of Mentoring.

W. L. Gore Quad/Graphics

41. Diversity!

To be a leader in consumer products, its critical to have leaders who represent the population we serve. Steve Reinemund/PepsiCo

We want our associate population to mirror our customer population at every level, from the executive suite all the way to the retail floor. Larry Johnston, CEO, Albertsons

42. 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- first-century 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

Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Judy B. Rosener, Americas Competitive Secret

TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch with others? Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

Hazel Blears, Englands first female police minister (per The Times, 7 March): Blears believes the new [neighborhood policing, broken windows] approach requires skills other than the polices traditional control and command style, and she clearly thinks women officers are right for the task.Many of the women in the service are very good at getting other people to join the police in fighting crime. The police need new skills around influence. When we talk about neighborhood policing and antisocial behavior you have to be able to draw in other people to help you resolve these problems. Blears leaves an impression in everything she says that her belief is that women officers may be much better at this than their male colleagues, but, of course, she is much too politic to say so.

U.S. G.B. E.U. Ja. M.Mgt. 41% 29% 18% 6% T.Mgt. 4% 3% 2% <1% Peak Partic. Age % Coll. Stud. 52% 50% 48% 26% Source: Judy Rosener, Americas Competitive Secret

???????? 8/500

The Core Argument 1. We are in a War for Talent. 2. The war will intensify. 3. Women are under-represented in our leadership ranks. 4. Women and men are different. 5. Womens strengths match the New Economys leadership needsto a striking degree. 6. Women are also the principal purchasers of goods and servicesretail and commercial. 7. Ergo, women are a large part of the answer to the War for Talent issue/opportunity.

43. Hire (& Protect!) Weird!

The Cracked Ones Let in the Light Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels. David Ogilvy

Are there enough weird people in the lab these days? V. Chmn., pharmaceutical house, to a lab director

Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

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 of usand our organizationsare in ruts. Make that chasms.)

44. We Are All Unique.

Beware Standardized Evals: One size NEVER fits all. One size fits one. Period.

53 Players = 53 Projects = 53 different success measures.

45. Capitalize 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 move differently. … Discover what is unique about each person and capitalize on it. 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 ach persons 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

46. Bosses Win People Over.

PJ: Coaching is winning players over.

47. GOAL: Voyages of Mutual Discovery.

I dont know.

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.

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

48. Foster Independence.

You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return determines your future options. Take a job for what it teaches you, not for what it pays. Instead of a potential employer asking, Where do you see yourself in 5 years? youll ask, If I invest my mental assets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow? Source: Stan Davis & Christopher Meyer, futureWEALTH

49. Enthusiasm!

Its simple, really, Tom. Hire for s, and, above all, promote for s. Starbucks follower/WS analyst

50. Talent = Brand.

The Top 5 Revelations Better talent wins. Talent management is my job as leader. Talented leaders are looking for the moon and stars. Over-deliver on peoples dreams – they are volunteers. Pump talent in at all levels, from all conceivable sources, all the time. Source: Ed Michaels et al., The War for Talent

The Talent50 1. People first! 2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/ Intellectual-capital 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.

Brand = Talent.

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

Message: Leading Talent 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.

!

Re-imagine Leadership.2006: The Passion Imperative.

Lead It … Loud!

Ouch!

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/Strategy or Revolution/Harvard Business Review

Create a Cause!

G.H.: Create a cause, not a business.

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)

Think Legacy !

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

In 1933, Thomas J. Watson Sr. gave a speech at the Worlds Fair, World Peace through World Trade. We stood for something, right? Sam Palmisano

CEO Assignment2002 (Bermuda): Please leap forward to 2007, 2012, or 2022, and write a business history of Bermuda. What will have been said about your company during your tenure?

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?

Find em !

The Secret: Jack didnt have a vision!

Les Wexner: From sweaters to … people!

Respect em !

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

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

We behaved as if we were guests in their house. We treated them not as a defeated people, but as allies. Our success became their success. How One Soldier Brought Democracy to Iraq: The Mayor of Ar Rutbah (MAJ James Gavrilis/USA Special Forces)

Make It a Grand Adventure !

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

Quests!

I dont know.

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.

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

The role of the Director is to create a space where the actor or actress can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance

We are a life Success Company founder, RE/MAX

If your actions inspire others to dream more, learn more, do more and become more, you are a leader." John Quincy Adams

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

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

Trumpet an Exhilarating Story !

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

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

Language Power! … the language we speak determines how we react to the world around us … Diane Ackerman/ An Alchemy of Mind

Wow!

Live Your Story !

MBWA* *HS/25+

25

Im always stopping by our stores at least 25 a week. Im also in other places: Home Depot, Whole Foods, Crate & Barrel. … I try to be a sponge to pick up as much as I can. … Howard Schultz Source: Fortune, Secrets of Greatness,

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

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

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

The first and greatest imperative of command is to be present in person. Those who impose risk must be seen to share it. John Keegan, The Mask of Command

You = Your calendar* *Calendars NEVER lie!!

Works 100% of the time! (Heads for the front-line folks, asks them for inputand is comfortable with them*) *Didnt hurt that he spoke Spanish Source: CEO, security services company, Spain

Try It !

Sams Secret #1!

Fail faster. Succeed sooner. David Kelley/IDEO

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

Insist on Speed !

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

Strategy meetings held once or twice a year to Strategy meetings needed several times a week Source: New York Times on Meg Whitman/eBay

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

Demand Action!

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

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

The Kotler Doctrine: : R.A.F. (Ready.Aim.Fire.) : R.F.A. (Ready.Fire!Aim.) 1995-????: F.F.F. (Fire!Fire!Fire!)

A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000.

1. Every morning, write a list of the things that need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR

Relentless!* *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong

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

1 of 2,400 6:15A.M.

Cut the Crap!

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

robust dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

GE has set a standard of candor. … There is no puffery. … There isnt an ounce of denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune)

Eat Change!

We eat change for breakfast! Harry Quadracci, QuadGraphics

Put Women in Charge !

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

Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Judy B. Rosener, Americas Competitive Secret: Women Managers

Dispense Enthusiasm!

BZ: I am a … Dispenser of Enthusiasm!

Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

Most important, he upped the energy level at Motorola.Fortune on Ed Zander/08.05

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

James Woolsey, former CIA director: If youre enthusiastic about the things youre working on, people will come ask you to do interesting things.

Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe. Winston Churchill

Excellence. Always.

And the Winner is … 1. Audacity of Vision 2. Innovation/R&D/Design 3. Talent Acquisition & Development 4. Resultant Experience 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence 9. Wow! 10. Lovemark!

Cirque du Soleil !

ExIn*: /Forbes.com DJIA: $10,000 yields $85,500 EI: $10,000 yields $140,050 *Excellence Index/Basket of 32 publicly traded stocks

Excellence = 1 *Tom Watson sr/1 minute

Leader Job No.1 Paint Portraits of Excellence !

Engaged.

What is In Search of Excellence all about?

What is In Search of Excellence all about: People. Emotion. Engagement. Empowerment. Caring.

Tell me, what is it you plan to do with your one wild and precious life? Mary Oliver

Radiate Passion!

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.

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

Stay Hungry. Stay Foolish. Steve Jobs

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

Keep It Simple!

Sir Richards Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson

JWs 4Es Energy Enthusiasm Edge* Execution *Speed, RFA, Competitive

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 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

Free the Lunatic Within!

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

TP/Chile: I dont know if its possible. I do know its necessary.

No Less Than Excellence. Ever.

Gaspworthy!

Remember Lord Nelson!

Nelsons secret: [Other] admirals more frightened of losing than anxious to win

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

!

The Irreducible209

A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, hed had enough. What, if anything, he asked, do you believe for sure? I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of the irreducibles occurred to meand I started jotting down notes on stuff I do indeed believe for sure. Before I knew it, a few days later, the list had grown to 209 items. Hence The Irreducible209 that follows. Tom Peters

1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo. (O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator #1.) (Cant be faked. Good.) 5. Decency. 6. Hurry. 7. Time out. 8. One matters. 9. Big change. Short time. (Alt not work.) 10. Excellence. Always. 11. Passion. Energy. Hustle. Enthusiasm. Exuberance. (Move mountains. No alt.) 12. You must care. 13. Emotion. 14. Hard is soft. (Soft is hard.)

15. Men. Women. Different. Contend. Connect. 16. Women. Buy. All. (RU listening?) 17. Quality. (Mind-blowing. Beyond 6-Sigma.) 18. Re-invent. Re-pot. (Required.) 19. Jaywalk. 20. Big change. Small # of people. (Always.) 21. Experiment. Now. 22. Failure. Normal. 23. Most failures, most success. (Fail. Forward. Fast.) 24. Reward excellent failures. Punish mediocre successes. 25. Women leaders. (Altered times.) 26. Extremism. (Good business. Bad politics.) 27. Innovation source. Only. Extreme irritation. 28. Smile.

29. You must care. 30. Mentor. (Highest ROI.) 31. Best roster wins. 32. Wow. (Okay in biz.) 33. We all have customers. (Biz. Personal.) 34. All contacts = Experiences. 35. Cirque du Soleil. (Peerless.) 36. Leaders create space for growth. 37. Quests. (Only.) 38. High aspirations, high results. (Self-fulfilling prophecy.) 39. Attitude 1, Skills 0. (Mostly.) (Attitude 1, Skill 0.3?) 40. Sometimes: Skill 1, Attitude Must love, not like. 42. Wegmans. (No excuses. Mere groceries.) 43. Less than your best. Cheating.

44. Brand You. (No alt.) 45. Self-sufficiency. (Biggest LT turn-on.) 46. In the moment. 47. The moment wins. 48. Tomorrow = Never. 49. Action 1, Plan Execution can be a system. 51. Realism. 52. Own up. Move on. 53. Accountability. 54. Work hard > Work smart. (Mostly.) 55. Feedback. Necessary. Fast. (R.F.A. in RFA times.) 56. Customers. Listen. Lead. (Paradox.) 57. On stage. Always. (GW, FDR, RG = Supreme actors.)

58. Master statistical analysis. 59. Excellence = Set the table. 60. Legacy. (Will it have mattered?) 61. Great. (Why not?) 62. Radicals rule. (Think … Olympics.) 63. !!! = Good. 64. Red 1, Brown 0. (Red times.) 65. Talk. Listen. (Big 2. Master.) 66. Politics. (Normal-inevitable state of affairs. Master.) 67. Student. Forever. 68. Why? (Question #1.) 69. Dont belittle. 70. Respect. 71. All we have: this moment. (Moments matter most?) 72. Now. (Procrastination. Death.)

73. Exercise. 74. Paint. (Leader. Portraits of Excellence.) 75. Best story wins. 76. You must be the change you wish to see in the world. 77. Two big ones. Max. (Priorities.) 78. No I in Team. (I in Win.) 79. I in Win. (No I in Team.) 80. Different 1, Better 0. (Better = 0.1) 81. Imitation = Mistake. (Learn, from who?) 82. Choose/battle the right competitor. 83. Schools. Creativity. Entrepreneurship. (Not.) 84. MBAs. Creativity. Entrepreneurship. Leadership. (Not.) 85. Design. Under-rated. Wildly. (Still.) (Everything.)

86. You = Calendar. (Calendar. Never. Lies.) 87. Laugh. 88. Handshake. (Quantity. Quality.) 89. Dont fold your hands in front of your chest. Ever. (Never.) 90. Grace. (Works in biz.) 91. Weird. Wins. (Weird times.) 92. Crazy times. Crazy orgs. 93. Internet. All. 94. Women. Boomers-Geezers. Market. All. 95. Passion. (Repeat. So what?) 96. Energy. (Repeat. So what?) 97. Hustle. (Repeat. So what?) 98. Enthusiasm. (Repeat. So what?) 99. Exuberance. (Repeat. So what?) 100. Smile. (Repeat. So what?) 101. Care. (Repeat. So what?)

102. Simplicity. Redundancy. Resilience. Bloody- mindedness. Visible optimism. (Success.) 103. Act. (Repeat. So what?) 104. Appreciate. (Repeat. So what?) 105. Fun. (Biz. Why not?) 106. Joy. (Biz. Why not?) 107. Sales = Life Marketing = Life Long-term. Top line Great company = Creates the most individual success stories. (RE/MAX) 111. Talent first, performance byproduct Sustained Wow* 1, Shareholder value, 0.2 (*Product, People.) 113. Commitment, by invitation only Creativity, by invitation only HR = #1. (Ought to.) 116. Face-to-face. (5K miles, 5 minutes.)

117. Negotiation. Make all winners. (Save face.) 118. Grace makes enemies friends Network Invest in relationships. (Think ROIR. Return On Investment in Relationships.) 118. Relationship investment. Forethought. Calendar item. Intensity Innovation. Easy. (Hang out with weird.) 120. Weird = Win. (Weird times.) 121. The bottleneck is at the top of the bottle Good Board = Weird Board. (At least, surprising.) 123. No contention, no progress.

124. Crucial conversations. Crucial confrontations. (Study. Learn. Do.) 125. Honest feedback Gaspworthy. Yes Insanely great Astonish me Make it immortal Will you remember it in 20 years? 131. No small opportunities. (Reframe.) 132. One playmate, one playpen = Enough End run. Sensible Allies are there for the finding Find successes. Build on successes. (Pos > Neg. Encourage > Fix.) 136. Somebodys doing it today. Find em Someone is living 2016 in (Find em. Study em.)

138. Dont benchmark, futuremark. (2016. Happening. Somewhere.) 139. PMA. It works There are no experts. (You are the expert.) 141. Life is short Sustained success. Fat chance. Make today matter. (Sustained. Ha.) 143. Collaborate. (Networked world.) 144. Go solo. (Individual. Unit of Intellectual Capital.) 145. There are no perfect plans. (Do. Wins.) 146. Plans motivate. (Right or wrong. Sense of purpose.) 147. Never rest Get some sleep Winning = Embracing paradox Ambiguity = Opportunity.

151. Resilience Relentless-ness None. Above. Comeuppance. (GM. Sears. U.S. Steel. DEC.) 154. Be yourself. Period Never work with jerks. Including customers. (Life. Too short.) 156. Under-promise, over-deliver Talent. (Powerful word.) 158. Customer = Anyone whose actions affect your results Competition stinks. (Seek the soft spots where you can dominate.) 160. K.I.S.S./Keep It Simple, Stupid Beauty. (Good biz word.) 162. See the beauty in a hamburger bun. (Go. Ray.)

163. Own up. Quick. ( Denial. Cancer.) 164. Celebrate. Often people = 78 approaches. (Each. Unique.) 166. Weed. Ceaselessly. (Prune. Stupid. Rules. Non-stop.) 167. Get out of the way. (You = The problem.) 168. Smile. Sunny. Optimism. (If it kills you.) 169. Flowers. (Cheery workplace.) 170. Enjoy. (Or get the hell.) 171. Be intolerant of sour. (1 = Major pollution) 172. No quick trigger on promotion. (Too important.) 173. Evaluation = Lots of study-time Evaluation = Life or death to evaluee evaluation. No fad Exit when youre done. (Done. Sooner than you think.)

177. Today. Now. My Project. Am. Is. I. Period Beautiful systems. (Good biz phrase. Not oxymoron.) 179. Build on strengths > Fix weaknesses To dont = To do. (To dont > To do ?) 181. Leaders Do People. (Period.) 182. Leaders enjoy leading Serious leadership training = Serious Priorities. Obvious. (Or else.) Priorities = 0 Priorities. (3 Priorities = 0 Priorities?) 186. People. First. Last. Always It. Is. Always. The. People Handshake. (Quantity. Quality.)

189. Dont fold your hands in front of your chest. Ever. (Never.) 190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.) 191. Employee Entrance = Guest Entrance Put the customer SECOND. (Thanks, Hal.) 193. Flowers. (Or did I say that before? No matter if I did.) 194. Big Mergers dont work. Small acquisitions can/do workif you dont screw with their energy.

195. Instinctively head for the front line. (In all contexts.) 196. Success = DDMMPR/"D-squared, M-squared, PR = DramDiff + Money-Financial Acumen + Good Marketing Instincts + Stellar People + Resilience (The fab five: What. Every. Small. Biz. Needs.) (Big too.) 197. Core Mechanism (Game-changing Solutions): PSF (Professional Service Firm model) + Wow! Projects (Different vs Better) + Brand You (Distinct or Extinct) /2016 has already happened. Find it.

199. Kids know kids. Oldies know oldies. Women know women. (Staff accordingly.) 200. Everybody is my customer Cosset vendors I want to run a Housekeeping department. (And you?) 203. The military doesnt follow the military model. (Initiative = Excellence.) 204. No such thing as going to absurd lengths to serve the Customer. (HSM & Lefties.) 205. Forget the customer. All = Clients It takes decades to get over sleights. (So dont sleight.) 207. Dont dumb down. Ever.

208. NO LESS THAN EXCELLENCE. EVER EXCELLENCE. ALWAYS.

!

Toms 60TIBs* *TIB = This I Believe

EXCELLENCE. ALWAYS.

1. TECHNICOLOR RULES! (Passion Moves Mountains!)

2. Audacity Matters!

3. Revolution Now!

4. Question Authority! (& Hire Disrespectful People.)

5. Disorganization Wins! (LOVE THE MESS!)

6. Think 3M: Markets Matter Most. ONLY EXTREME COMPETITION STAVES OFF STALENESS. (You can take the boy out of Silicon Valley, but you cant take Silicon Valley out of the boy!)

7. Three Hearty Cheers for Weirdos. (Bill Gates, Steve Jobs, Larry Ellison, Scott McNealy, Craig Venter et al.)

8. Message 2006: Technology Change (Info- sciences, Biosciences) Is in Its Infancy! (WE AINT SEE NOTHIN YET!)

9. Everything Is Up For Grabs! Volatility Is Thy Name! (Forever & Ever. Amen.) RE-INVENT … OR DIE!

10. Big Stinks. (Mostly.) (VERY Mostly.)

11. Permanence Is a Snare & a Delusion. (Forget Built to Last. Its Yesterdays Idea.) (Try Built for Impact.)

12. Kaizen (Continuous Improvement) Is VDS/ Very … Dangerous … Stuff.

13. DESTRUCTION RULES!

14. Forget It! (Learning = Easy. Forgetting = Nigh on Impossible.)

15. Innovation Is Easy: Hang Out with Freaks. (Employees, Board Members, Customers, Suppliers, Alliance Partners, Consultants.)

16. Boring Begets Boring. (Cool Begets Cool.)

17. Think Portfolio. (Were All V.C.s.)

18. Perception Is All There Is. (Insiders … ALWAYS … overestimate the Radicalism of What Theyre Up To.)

19. Action … ALWAYS … Takes Precedence. Think: R.F!A./Ready. Fire! Aim. (REWARD SUCCESS. REWARD FAILURE. PUNISH … INACTION.)

20. He Who Makes & Tests the Quickest & Coolest Prototypes Reigns!

21. Haste Makes Waste. (SO GO WASTE!)

22. Screwups are … the … Mark of Excellence. (Do It Right the First Time Is a Very Stupi Idea.)

23. Play Hard! Play Now! (Cherish Play!)

24. TALENT TIME! (He/She Who Has the Best Roster Rules!)

25. Re-do Education. Totally. (FOSTER CREATIVITY … NOT UNIFORMITY.) (THE NOISIEST CLASSROOM WINS.)

26. Diversitys Hour Is Now!

27. SHE … Is the Best Leader!

28. MARKETING MANTRA: Embrace the BIG THREE Demographics. (1) SHE … is the Customer. (For everything.) (2) Rapidly Aging Boomers Have … ALL THE MONEY. (3) Green Matters. (TRILLIONS OF $$$$$ Are at Stake.) (NOBODY … Gets It.) (Mere Programs Will Not Suffice.)

29. Re-boot Healthcare. (UNDERSTATEMENT.)

30. WHAT ARE WE SELLING? Experiences & Solutions > Quality & Satisfaction. (The Traditional Value-added Equation Is Being Set on Its Ear.)

31. DESIGN = New Seat of the Soul.

32. Branding Is for … EVERYONE. He Who Has the … BEST STORY … Takes Home the Marbles.

33. DRAMATIC DIFFERENCE = Only Difference.

34. WORDS/Language Matters … a Lot. (E.g.: Three Hearty Cheers for Wow!)

35. WHAT MATTERS IS STUFF THAT MATTERS. (Query #1: Are You Proud of It?)

36. eALL. (IS/IT: Half-way = No Way.)

37. DREAM … Big! DREAM … Enormous! DREAM … Gargantuan! (These Are XXX Times.)

38. THINK MIKE! (Michelangelo: 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.)

39. There Is Only … ONE BIG ISSUE: (Crappy) Cross- functional Communication.

40. Stop Doing Dumb Stuff. (SYSTEMATIZE THE PROCESS OF UN- DUMBING.)

41. Beautiful Systems Are … BEAUTIFUL.

42. The … WHITE- COLLAR REVOLUTION … Will Devour Everything in Its Path.

43. Take Charge of Your Destiny! BrandYou Moment! DISTINCT … OR EXTINCT!

44. Powerlessness Is a State of Mind! Think: King. Gandhi. DeGaulle.

45. Pursue Adventure … in Every Task.

46. EXCELLENCE … Is a State of Mind. (Excellence Takes a Minute.) (No Bull.)

47. SHOW UP! (If You Care, Youre There.)

48. YOUR CALENDAR KNOWS ALL. (You = Calendar.) (Mind Your TO DONT List.)

49. LIFE IS SALES. (The Rest Is Details.)

50. Boss Mantra #1: I DONT KNOW. (I Dont Know = Permission to Explore.)

51. Management Role 1: GET OUT OF THE WAY. (Clear the Way.) (Manager = Hurdle Removal Professional.)

52. Epitaph from Hell: He Woulda Done Some Truly Cool Stuff … But His Boss Wouldnt Let Him.

53. Change Takes However Long You Think It Takes. (Eschew … Incrementalism.)

54. Respect! (Rule 1: Dont Belittle!)

55. Thank You Trumps All!

56. Integrity Matters! Integrity = Credibility. (Dennis K. Is a Jerk.)

57. SOFT IS HARD. HARD IS SOFT. (Numbers Are Soft. People Are Not.)

58. Try Sunny! (Sunny Begets Sunny. Gloomy Begets Gloomy.)

59. DISPENSE ENTHUSIASM !

60. FUN …Is Not a 4- Letter Word. So, too … JOY. (And GRACE.)

The End.

EXCELLENCE. ALWAYS.