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

#1

Conrad Hilton …

Conrad Hilton, at a gala celebrating his career, was asked, His immediate answer … Conrad Hilton, at a gala celebrating his career, was asked, “What was the most important lesson you’ve learned in you long and distinguished career?” His immediate answer …

“ remember to tuck the shower curtain inside the bathtub”

“ Execution is strategy. ” —Fred Malek

“The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever.” —Napoleon

Internal organizational excellence = Deepest “ Blue Ocean ”

“The ONE Question”: “In the last year [3 years, current job], name the … three people … whose growth you’ve most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are heading in the next 12 months. Please explain in painstaking detail your development strategy in each case. Please tell me your biggest development disappointment—looking back, could you or would you have done anything differently? Please tell me about your greatest development triumph—and disaster—in the last five years. What are the ‘three big things’ you’ve learned about helping people grow along the way.”

Tom Peters’ Excellence.Always. National Confectioners Association State of the Industry Conference 18 February 2010/Miami

#2

MBWA

25

Sunday “Drive By”: The CEO of a very successful mid-sized bank, in the Mid-west, attended a seminar of mine in Northern California in the mid-80s—but I remember the following as if it were yesterday. I’ve forgotten the specific context, but I recall him saying to me, pretty much word for word, “Tom let me tell you the definition of a good lending officer. After church on Sunday, on the way home with his family, he takes a little detour to drive by the factory he just lent money to. Doesn’t go in or any such thing, just drives by and takes a look.”

“It suddenly occurred to me that in the space of two or three hours …

“It suddenly occurred to me that in the space of two or three hours … he never talked about cars.” —Les Wexner —Les Wexner

#3

Excellence1982: The Bedrock “Eight Basics” 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” Properties”

“Breakthrough” 82* People! People!Customers!Action!Values! *In Search of Excellence

Hard Is Soft Soft Is Hard

Hard Is Soft (Plans, # s ) Soft Is Hard (people, customers, values, relationships)

#4

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 … “ 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.” “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: Buy a very large one and just wait.” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

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

14,000 20,000 30

14,000/ e Bay 20,000/Amazon 30/Craigslist* *Lockheed “Skunk Works,” 125 vs. 5,000(??)

Jungle Jim’s International Market/“shoppertainment,” Abt Electronics Zabar’s Bronner’s Christmas Wonderland Ron Jon Surf Shop. Junkman’s Daughter Smoky Mountain Knife Works Hartville Hardware Source: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin

“Let us create such a building that future generations will take us for lunatics.” —the church hierarchs at Seville

#5

“You have to treat your employees like customers.” —Herb Kelleher, complete answer, upon being asked his “secrets to success” Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting) way in Dallas American Airlines’ pilots were picketing the Annual Meeting)

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

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

Thank you Peter Drucker/AIM Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the people who serve the customer. Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. Source: The Little BIG Things: 163 Ways to Pursue EXCELLENCE

We—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to Excellence business.” “We” [leaders] only grow when “they” [each and every one of our colleagues] are growing. “We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding. “We” [leaders] only energetically march toward Excellence when “they” [each and every one of our colleagues] are energetically marching toward Excellence. march toward Excellence when “they” [each and every one of our colleagues] are energetically marching toward Excellence.Period. Source: The Little BIG Things: 163 Ways to Pursue EXCELLENCE

Brand = Talent.

To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

Luiza Helena, Magazine Luiza* *Wegmans

“Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson

#6

TP: TP: “How to flush $500,000 down the toilet in one easy lesson!!”

People! People!

#7

#1 cause of employee Dis-satisfaction?

Employee retention & satisfaction: Overwhelmingly, based on the first-line manager! Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently

#8

TGR [Things Gone WRONG -Things Gone RIGHT ] TGR [Things Gone WRONG -Things Gone RIGHT ]

2-cent candy

“May I clean your glasses, sir?”

2,000,000

“ Experiences are as distinct from services as services are from goods.” “ Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

#9

“Design is treated like a religion at BMW.” —Fortune

“We don’t have a good language to talk about this kind of thing. In most people’s 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

#10

Hypothesis: DESIGN is the principal difference between love and hate!

Message (?????): Men cannot design for women’s needs.

#11

Back to the future: “beyond” micro-marketing

“Forget China, India and the Internet : Economic Growth Is Driven by Women.” Source: Headline, Economist

“One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.” —Aude Zieseniss de Thuin, Women’s Forum for the Economy and Society

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

“Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” of 13%.” —Economist, April 15

“The most significant variable in every sales situation is the gender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.” “The most significant variable in every sales situation is the gender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.” —Jeffery Tobias Halter, Selling to Men, Selling to Women

The Perfect Answer Jill and Jack buy slacks in black…

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

Women’s 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, America’s Competitive Secret: Women Managers

#12

7/13

!!!!!!!!!!!!!!!!! “People turning 50 today have more than half of their adult life ahead of them.” “People turning 50 today have more than half of their adult life ahead of them.” —Bill Novelli, 50+: Igniting a Revolution to Reinvent America

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

“Baby-boomer Women : The Sweetest of Sweet Spots for Marketers” —David Wolfe and Robert Snyder, Ageless Marketing

“ Marketers attempts at reaching those over 50 have been miserably unsuccessful. No market’s motivations and needs are so poorly understood.” —Peter Francese, founding publisher, American Demographics

We are the Aussies & Kiwis & Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult & demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—and we will be the Center of your universe for the next twenty-five years. We have arrived!

#13

“The doctor interrupts after …* after …* *Source: Jerome Groupman, How Doctors Think

18 seconds

[An obsession with] Listening is... the ultimate mark of Respect. of Respect. Listening is... the heart and soul of Engagement. Listening is... the heart and soul of Kindness. Listening is... the heart and soul of Thoughtfulness. Listening is... the basis for true Collaboration. Listening is... the basis for true Partnership. Listening is... a Team Sport. Listening is... a Developable Individual Skill.* (*Though women are far better at it than men.) are far better at it than men.) Listening is... the basis for Community. Listening is... the bedrock of Joint Ventures that work. Listening is... the bedrock of Joint Ventures that last. Listening is... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) organizational effectiveness.)[cont.]

Listening is... the engine of superior EXECUTION. Listening is... the key to making the Sale. Listening is... the key to Keeping the Customer’s Business. Listening is... the engine of Network development. Listening is... the engine of Network maintenance. Listening is... the engine of Network expansion. Listening is... Social Networking’s “secret weapon.” Listening is... Learning. Listening is... the sine qua non of Renewal. Listening is... the sine qua non of Creativity. Listening is... the sine qua non of Innovation. Listening is... the core of taking Diverse opinions aboard. Listening is... Strategy. Listening is... Source #1 of “Value-added.” Listening is... Differentiator #1. Listening is... Profitable.* (*The “R.O.I.” from listening is higher than from any other single activity.) from any other single activity.) Listening is … the bedrock which underpins a Commitment to EXCELLENCE EXCELLENCE

*Listening is of the utmost … importance! *Listening is a proper … ! *Listening is … ! *Listening is a … ! *Listening is of the utmost … strategic importance! *Listening is a proper … core value ! *Listening is … trainable ! *Listening is a … profession !

Listen = Profession = Study = practice = evaluation = "We listen intently to and fully engage Listen = Profession = Study = practice = evaluation = Enterprise value: "We listen intently to and fully engage all with whom all with whom we work."

“The four most important words in any organization are …

The four most important words in any organization are … “What do you think?” are … “What do you think?” Source: courtesy Dave Wheeler, posted at tompeters.com

“The deepest principle of human nature is the craving to be appreciated.” —William James (in Timeless Wisdom, compiled by Gary Fenchuk)

And the answer is …. otis

“I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better.” —Marshall Goldsmith, What Got You Here Won’t Get You There: How Successful People Become Even More Successfu. Even More Successfu.

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

THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

Comeback [big, quick response] >> >>Perfection

#14

“We are thoughtful in all we do.”

Thoughtfulness is key to customer retention. Thoughtfulness is key to employee recruitment and satisfaction. and satisfaction. Thoughtfulness is key to brand perception. Thoughtfulness is key to your ability to look in the mirror —and tell your kids about your job. “Thoughtfulness is free.” Thoughtfulness is key to speeding things up— it reduces friction. it reduces friction. Thoughtfulness is key to transparency and even cost containment—it abets rather than stifles cost containment—it abets rather than stifles truth-telling. truth-telling.

*Thoughtfulness is of the utmost … strategic importance! *thoughtfulness is a proper … core value ! *Thoughtfulness is … trainable ! *Thoughtfulness is a … profession !

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

none!

Press Ganey Assoc: 139,380 former patients from 225 hospitals: none of THE top 15 factors determining P atient S atisfaction referred to patient’s health outcome P.S. directly related to Staff Interaction P.P.S. directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

“Kindness is free.”

“There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Kindness is free. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

#15

problem #1. Opportunity #1.

X =XFX* * Excellence = Cross-functional Excellence

Never waste a lunch! Never waste a lunch!

C(I) > C(E) C(I) > C(E)LunchKudos Learning/ Presence/Presentations Facetime C(E) TransparencyAwardsCo-locate/Geologists-GeophysicistsTime!!!!!!!!!!!!!!!!!!!!!!!!!! Motherhood (“If don’t take credit …) Staff C.Sat./Unicredit (Gust)

#16

1/40

“We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version # 5. By the time our rivals are ready with wires and screws, we are on version ready with wires and screws, we are on version # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg

“In business, you reward people for taking risks. When it doesn’t work out you promote them-because they were willing to try new things. If people tell me they skied all day and never fell down, I tell them to try a different mountain.” —Michael Bloomberg (BW/ )

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

We are the company we keep we keep

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

“[CEO A.G.] Lafley has shifted P&G’s focus on inventing all its own products to developing others’ inventions at least half the time. One successful example, Mr. Clean Magic Eraser, based on a product found in an Osaka market.” — Fortune

The “We are what we eat” axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: “Innovate, ‘Yes’ or ” The “We are what we eat” axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”

“Who’s the most interesting person you’ve met in the last 90 days? How do I get in touch with them?” —Fred Smith “Who’s the most interesting person you’ve met in the last 90 days? How do I get in touch with them?” —Fred Smith

Iron Innovation Equality Law: The quality and quantity and imaginativeness of innovation shall be the same in all functions —e.g., in HR and purchasing as much as in marketing or product development.

#17

Inno14

Innovation’s “Fourteen Imperatives” Innovation’s “Fourteen Imperatives” (1) Try it. Repeat. (“1/40.”) (“R.F.A.”/Ready.Fire. Aim.) (Non-Linear!) Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Prototype it./MTTP (Mean Time To Prototype.)/(Inno. = Reaction to Proto.) Reaction to Proto.) (2) Celebrate failure. “Whoever makes the most mistakes wins.” “Whoever makes the most mistakes wins.” “Fail. Fail again. Fail better.” “Fail. Fail again. Fail better.” “Reward excellent failures. Punish mediocre successes.” “Reward excellent failures. Punish mediocre successes.” Decentralize. (3) Decentralize. (4) Parallel Universe. (5) “Hang Out” Axiom. (Hang “cool” = More cool. Dull = Dull.) cool. Dull = Dull.) (6) “d”iversity. (Every dimension.) (7) Co-invent with outsiders./Entwined with outsiders. (Including “Crowdsourcing.”) outsiders. (Including “Crowdsourcing.”)

Innovation’s “Fourteen Imperatives” (8) “Strategic” Listening = Core competence. (9) Hire and promote 100% innovators. Innovator’s characteristic = Innovator. Innovator’s characteristic = Innovator. Innovator’s characteristic = Angry. (Anger > Blowback.) Innovator’s characteristic = Angry. (Anger > Blowback.) CEO=Innovation “bias.” CEO=Innovation “bias.” (10) XFX/Cross-functional Excellence!! (#1??) (11) Chief Complexity & Systems Destruction Officer. Officer. (12) R&D Equality. All functions equal. (VA centerpiece./All staff All functions equal. (VA centerpiece./All staff VA-meisters.) VA-meisters.) (13) Fun! Self-deprecating! (14) Good luck! (Entropy rules.) (Major acquisition = Dumb.) acquisition = Dumb.) (NB: All these things work except when they don’t.) (NB: All these things work except when they don’t.)

#18

Innovation Index: Top 5 8 or higher “Weird”/ “Profound”/ “Wow”/“Game- changer” Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a “Weird”/ “Profound”/ “Wow”/“Game- changer” Scale?

#19

4/40

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

#20

Forty-four “Secrets” and “clever Strategies” For dealing with the Recession of 2008-XXXX

44 “Secrets” and “Clever Strategies” For Dealing with the Recession of You come earlier. You leave later. You work harder. You may well work for less; and, if so, you adapt to the untoward circumstances with a adapt to the untoward circumstances with a smile—even if it kills you inside. smile—even if it kills you inside. You volunteer to do more. You dig deep and always bring a good attitude to work. to work. You fake it if your good attitude flags. You literally practice your "game face" in the mirror in the morning, and in the loo mirror in the morning, and in the loo mid-morning. mid-morning. You give new meaning to the idea and intensive practice of “visible management.” practice of “visible management.”

44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You take better than usual care of yourself and encourage others to do the same—physical encourage others to do the same—physical well-being determines mental well-being and well-being determines mental well-being and response to stress. response to stress. You shrug off shit that flows downhill in your direction—buy a shovel or a “pre-worn” direction—buy a shovel or a “pre-worn” raincoat on eBay. raincoat on eBay. You try to forget about “the good old days”— nostalgia is self-destructive. nostalgia is self-destructive. You buck yourself up with the thought that “this too shall pass”—but then remind yourself “this too shall pass”—but then remind yourself that it might not pass any time soon, and so that it might not pass any time soon, and so you re-dedicate yourself to making the you re-dedicate yourself to making the absolute best of what you have now. absolute best of what you have now.

44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You work the phones and then work the phones some more—and stay in touch with phones some more—and stay in touch with positively everyone. positively everyone. You frequently invent breaks from routine, including “weird” ones—“changeups” prevent including “weird” ones—“changeups” prevent wallowing and bring a fresh perspective. wallowing and bring a fresh perspective. You eschew all forms of personal excess. You simplify. You sweat the details as never before. You raise to the sky and maintain at all costs the Standards of Excellence by which costs the Standards of Excellence by which you unfailingly evaluate your own performance. you unfailingly evaluate your own performance. You are maniacal when it comes to responding to even the slightest screwup. to even the slightest screwup.

44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You find ways to be around young people and to keep young people around—they are less to keep young people around—they are less likely to be members of the “sky is falling” likely to be members of the “sky is falling” school. school. You learn new tricks of your trade. You remind yourself that this is not just something to be “gotten through”—it is the something to be “gotten through”—it is the Final Exam of character. Final Exam of character. You network like a demon. You network inside the company—get to know more of the folks who “do the real work.” more of the folks who “do the real work.” You network outside the company—get to know more of the folks who “do the real know more of the folks who “do the real work” in vendor-customer outfits. work” in vendor-customer outfits.

44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You thank others by the truckload if good things happen—and take the heat yourself if things happen—and take the heat yourself if bad things happen. bad things happen. You behave kindly, but you don't sugarcoat or hide the truth--humans are startlingly hide the truth--humans are startlingly resilient and rumors are the real killers. resilient and rumors are the real killers. You treat small successes as if they were Superbowl victories—and celebrate and Superbowl victories—and celebrate and commend accordingly. commend accordingly. You shrug off the losses (ignoring what's going on in your tummy), and get back on the on in your tummy), and get back on the horse and immediately try again. horse and immediately try again. You avoid negative people to the extent you can—pollution kills. can—pollution kills. You eventually read the gloom-sprayers the riot act. riot act.

44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You give new meaning to the word "thoughtful.“ You don’t put limits on the flowers budget— “bright and colorful” works marvels. “bright and colorful” works marvels. You redouble, re-triple your efforts to "walk in your customer's shoes." (Especially if the your customer's shoes." (Especially if the shoes smell.) shoes smell.) You mind your manners—and accept others’ lack of manners in the face of their strains. lack of manners in the face of their strains. You are kind to all mankind. You keep your shoes shined. You leave the blame game at the office door. You call out the congenital politicians in no uncertain terms. uncertain terms. You become a paragon of personal accountability. And then you pray.

#21

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