1. NEW ZEALAND 2007

2. Ho hum: 2+ weeks in New Zealand … Pfizer Ford Gap Chrysler Yahoo Microsoft Wal*mart ??? ???

3. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” —Charles Darwin

4. Tom Peters’ X25. EXCELLENCE. ALWAYS
Tom Peters’ X25* EXCELLENCE. ALWAYS. Quinnipiac University Miller Agency Hamden CT/ /LONG *In Search of Excellence

5. Slides at … tompeters.com*

6. EXCELL- ENCE????

7. “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

8. EXCELLENCE. CIRCA 1982.

9. 3. Autonomy and Entrepreneurship 4. Productivity Through People
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

10. EXCELLENCE. ASPIRATION.

11. “Why in the world did you go to Siberia?”

12. Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

13. The Peters Principles: Enthusiasm. Emotion. Excellence. Energy
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.

14. EXCELLENCE. INNOVATE. OR. DIE.

15. We become who we hang out with 1

16. 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

17. “Normal” = “o for 800”

18. “The Bottleneck Is at the Top of the Bottle” “Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma: At the top!” — Gary Hamel/Harvard Business Review

19. “Diverse groups of problem solvers—groups of people with diverse tools—consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversity trumped ability.” —Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

20. We become who we hang out with 2

21. WhackyWikiWorldWow

22. How Mass Collaboration Changes —Don Tapscott & Anthony Williams
Wikinomics:
How Mass Collaboration Changes
Everything
—Don Tapscott & Anthony Williams

23. Wikinomics WikiWorld Weapons of Mass collaboration CrowdSourcing smart mobs Linux Human genomw project InnoCentive YouTube Second Life Wikipedia Myspace

24. “The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’” —Headline, FT,

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

26. do things.

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

28. drill.

29. “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 you’re finding it when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter

30. try things.

31. ready with wires and screws, we are on version
“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
#10. It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg

32. Screw. things. Up.

33. “FAIL, FAIL AGAIN. FAIL BETTER.” —Samuel Beckett

34. “Fail . Forward. Fast.” High Tech CEO, Pennsylvania

35. Sam’s Secret #1!

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

37. try. Miss. try.

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

39. No try. No deal.

40. “You miss 100% of the shots you never take.” —Wayne Gretzky

41. EXCELLENCE. 4/40.

42. 4/40

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

44. “If it feels painful and scary—that’s real delegation” —Caspian Woods, small biz owner

45. “Best practice” = ZERO Standard Deviation = Whaddawaste

46. Ex-e- cu-tion!

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

48. “Costco figured out the big, simple things and executed with total fanaticism.” —Charles Munger, Berkshire Hathaway

49. Ac-count-a-bil-ity!

50. “GE has set a standard of candor. … There is no puffery
“GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.” —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

51. 6:15A.M.

52. DECENTRALIZATION. EXECUTION. ACCOUnTABILITY. 6:15A.M.

53. EXCELLENCE. VALUE ADDED. UP THE LADDER.

54. EXCELLENCE. VALUE-ADDED LADDER I. SOLVE IT.

55. $55B

56. Up, Up, Up, Up the Value-added Ladder.

57. The Value-added Ladder/ OPPORTUNITY-SEEKING Gamechanging Solutions Services Goods Raw Materials

58. EXCELLENCE. VALUE-ADDED LADDER II. EXPERIENCE IT.

59. “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

60. Experience: “Rebel Lifestyle
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

61. Up, Up, Up, Up the Value-added Ladder.

62. The Value-added Ladder/ MEMORABLE CONNECTION Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

63. EXCELLENCE. DRAMATIC. DIFFERENCE. DOABLE.

64. “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 similar quality.” —Kjell Nordström and Jonas Ridderstråle, Funky Business

65. This is not a “mature category.”

66. This is an “undistinguished category.”

67. $798

68. 7X. 730A-800P. F12A.* *’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

69. 

70. Jim’s Group Jim Penman/“Empire Builders”/MT / Jan/Feb 2006/Australia

71. EXCELLENCE. NO EXCUSES.

72. WallopWal*Mart16* *Or: Why it’s so ABSURDLY EASY to BEAT a GIANT Company

73. 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 one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)
*Compete on value/experience/intimacy, not price. (You ain’t 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!!)

74. 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 moment—and 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.)

75. 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.)

76. 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 don’t. 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 right—one damn day and client experience at a time!—to beat the Big Guys in your chosen niche!)

77. Small Giants: Companies That Choose To Be Great Instead Of Big —by Bo Burlingham

78. EXCELLENCE. VALUE-ADDED LADDER III. DREAM IT.

79. Furniture vs. Dreams “We do not sell ‘furniture’ at Domain
Furniture vs. Dreams “We do not sell ‘furniture’ at Domain. We sell dreams. This is accomplished by addressing the half-formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.” — Judy George, Domain Home Fashions

80. The Value-added Ladder/ EMOTION Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

81. EXCELLENCE. VALUE-ADDED LADDER III. ALL YOU NEED IS LOVE.

82. “Brands have run out of juice. They’re dead
“Brands have run out of juice. They’re dead.” —Kevin Roberts/Saatchi & Saatchi

83. Kevin Roberts: Lovemarks!

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

89. Top 10 “Tattoo Brands”. Harley. … 18. 9% Disney. 14. 8 Coke …. 7
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 … *BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

90. Up, Up, Up, Up the Value-added Ladder.

91. The Value-added Ladder/ ECSTASY Lovemark Dreams Come True Spellbinding Experiences Services Goods Raw Materials

92. women. BOOMERS. GEEZERS.

93. women. BOOMERS. GEEZERS.

94. “Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist, April 15, 2006, Leader, page 14

95. Women’s Trifecta+. Buy. Wealth
Women’s Trifecta+ *Buy *Wealth *Lead ECLIPSE OF MALES (Old/Retire; Young/Poorly educated)

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

97. “Women don’t buy brands. They join them.” EVEolution

98. Selling to men: The TRANSACTION Model Selling to Women: The RELATIONAL Model Source: Selling to Men, Selling to Women, Jeffery Tobias Halter

99. So what exactly is … the point of men?
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions. Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide. [2 of 3]
Women are closing in on “same pay for same
job.”
Women are penetrating senior ranks rapidly
[even if the pace is slow for the corner
office per se].
Women’s leadership strengths are exceptionally well
aligned with new organizational effectiveness &
value-added imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is … the point of men?

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

101. New (4 of 7) Value-added “Ladder”: Plays to Women’s Inherent Strengths
New (4 of 7) Value-added “Ladder”: Plays to Women’s Inherent Strengths! Lovemark/F Dreams Come True/F Spellbinding Experiences/F Gamechanging Solutions/F Services/F Goods/M Raw Materials/M

102. women. BOOMERS. GEEZERS.

103. !!!!!!!!!!!!!!!!!
“People turning 50 today have more than half of their adult life ahead of them.” —Bill Novelli, 50+: Igniting a Revolution to Reinvent America

104. Average # of cars purchased per household, “lifetime”: 13 Average # of cars bought per household after the “head of household” reaches age 50: 7 Source: Marti Barletta, PrimeTime Women

105. 44-65: “New Customer Majority”
44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

106. Boomers’-Geezers’-Women’s Trifecta+. Buy/all. Wealth/all
Boomers’-Geezers’-Women’s Trifecta+ *Buy/all *Wealth/all *time left/ lots *Eclipse of males/retire-die

107. “Little Stuff” (plus): The True “Basics” Tom Peters/03.14.2007

108. Thank You!

109. FLOWER POWER

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

111. The … Jim Jeffords oversight!

112. The Manager’s Book of Decencies: How Small gestures Build Great Companies —Steve Harrison, Adecco
Servant Leadership —Robert Greenleaf
One: The Art and Practice of Conscious Leadership —Lance Secretan, founder of Manpower, Inc.

113. “Leaders ‘SERVE’ people. Period.” —Anon.

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

115. “Be kind, for everyone you meet is fighting a great battle
“Be kind, for everyone you meet is fighting a great battle.” —Philo of Alexandria

116. THE PROBLEM IS RARELY THE PROBLEM.

117. *RMN, M Stewart, WJC, “Scooter” Libby
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.*
*RMN, M Stewart, WJC, “Scooter” Libby

118. OFTEN AS NOT/MORE OFTEN THAN NOT THE UNDERLYING PROBLEM IS NOT MUCH OF A PROBLEM.

119. PERCEPTION IS ALL THERE IS. PERIOD.*
*From Whole Foods to IBM to the corner deli

120. 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.

121. “WHY NOT JUST TELL THE TRUTH?” —Raymond Carver

122. POWER WORDS! “I’m sorry.”

123. RESPECT

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

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

126. “Don’t belittle!” —OD Consultant

127. “Ph.D. in leadership. Short course: Make a short list of all things done to you that you abhorred. Don’t do them to others. Ever. Make another list of things done to you that you loved. Do them to others. Always.” — Dee Hock

128. THE ONE THING YOU NEED TO KNOW (Marcus Buckingham)

129. “No matter what the situation, [the great manager’s] 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

130. “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

131. “The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify ach person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.” —Marcus Buckingham, The One Thing You Need to Know

132. “The one thing you need to know about sustained individual success: Discover what you don’t like doing and stop doing it.” —Marcus Buckingham, The One Thing You Need to Know

133. SWEET SPOT: SEEKING THE DISCOMFORT ZONE.

134. “Do one thing every day that scares you.” —Eleanor Roosevelt

135. “Every time we come to a comfort zone, we will find a way out
“Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking, ‘What is impossible that I am going to do today?’” —Daniel Lamarre, president,
Cirque du Soleil

136. EXCELLENCE. BEDROCK. TALENT.

137. Hire very good people!

138. “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

139. SO YOU’RE A “PEOPLE PERSON”? PROVE IT.

140. “The leaders of Great Groups love talent and know where to find it
“The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.” —Warren Bennis & Patricia Ward Biederman, Organizing Genius

141. PARC’s Bob Taylor: “Connoisseur of Talent”

142. SO YOU’RE A “PEOPLE PERSON”? PROVE IT.

143. Second: Putting HR on a par with finance and marketing.
A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.
Second: Putting HR on a par with finance and marketing.

144. SO YOU’RE A “PEOPLE PERSON”? PROVE IT.

145. < CAPEX > People!

146. Brand = Talent.

147. EXCELLENCE. BEDROCK. LEADERSHIP. 9Ps.

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

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

150. “People want to be part of something larger than themselves
“People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.” —Howard Schultz, Starbucks (IBD/09.05)

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

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

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

154. “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

155. “In the end, management doesn’t change culture
“In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner

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

157. 25

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

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

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

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

162. “A man without a smiling face must not open a shop.” —Chinese Proverb

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

164. Relentless: “One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back , or stop, until the thing intended was accomplished.” —Grant

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

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

167. “Leaders ‘do’ people. Period.” —Anon.

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

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

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

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

172. On NELSON: “[other] admirals more frightened of losing than anxious to win”

173. 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

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

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

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

177. Ger-on-i-mo!