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Tom Peters on … Transformational Change v06 December 2005. “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army. Brand Inside Action Brand You Talent Leadership I Leadership II.

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Tom peters on transformational change v06 december 2005
Tom Peters on …Transformational Changev06 December 2005


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


Brand inside action brand you talent leadership i leadership ii
Brand Inside irrelevance even less.” ActionBrand YouTalentLeadership ILeadership II


Brand inside action brand you talent leadership i leadership ii1
Brand Inside irrelevance even less.” ActionBrand YouTalentLeadership ILeadership II



“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.[Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game.”—Lou Gerstner, Who Says Elephants Can’t Dance


“I lecture on head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.[organizational learning] a dozen times a year now. I sometimes think it’s a waste of time. Most everyone ‘gets’ the easy part [our technology], which really isn’t that sophisticated—and they altogether glide by all the real, ‘culture’ issues.”—Robert Buckman, Buckman Labs, organization learning guru


“The business of selling is not just about matching viable solutions to the customers that require them. It’ equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers’ organization.”—Jeff Thull,The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale


The psf35 thirty five professional service firm marks of excellence
The solutions to the customers that require them. “PSF35”: Thirty-Five Professional Service Firm Marks of Excellence


“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that you’ve become irrelevant to your customers.”—John Battelle/Point/AdvertisingAge/07.05


Answer psf professional service firm department head to mana g in g partner hr is r d etc inc
Answer: disintermediation should in fact be afraid of irrelevance—PSF![Professional Service Firm]Department Headto …ManagingPartner, HR [IS, R&D, etc.]Inc.


The PSF35: The Work & The Legacy disintermediation should in fact be afraid of irrelevance—1. CRYSTAL CLEAR POINT OF VIEW (Every Practice

Group: “If you can’t explain your position in eight words or less, you don’t

have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what

we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling

“Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change

the World)6. Small “Uneconomic” Clients with Big Aims

7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the

Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/

I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”

10. Consistent with #9 above … DO NOT SHY AWAY FROM THE

WORD (IDEA) “RADICAL”


Gas p worth y
disintermediation should in fact be afraid of irrelevance—Gasp-worthy!”


The PSF35: The Client Experience disintermediation should in fact be afraid of irrelevance—11. Always team with client: “full partners in achieving memorable results”(Wanted: “Chimeras of Moonstruck Minds”!)12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career”14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go)15. IMPLEMENTATION IS NOTCOMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE”16. IMPLEMENTATION IS NOTCOMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER” HAS TAKEN PLACE-ROOT (“Teach a man to fish …”)17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?


The PSF35: The People & The Leadership disintermediation should in fact be afraid of irrelevance—18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD)19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old,

same old”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as

“Billings”/“Rainmaking”)22. Slide the Old Aside/Make Room for Youth (Find oldsters

new roles?)23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO

DAY #“R” [R = Retirement]24. Office/Practice Leaders Evaluated Primarily on

Mentoring-Team Building Skills

25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)

26. Team Leadership Skills Valued Early27. Partner with B.I.W. [Best In World] Outsiders as Needed

and to Infuse Different Views


The PSF35: The Firm & The Brand disintermediation should in fact be afraid of irrelevance—28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is

my message”—Gandhi)

29. Excellence+ in EXECUTION … 100.00% of the Time

(No such thing as a “small sins”/World Series Ring to

the Batboy!) 30. “Drop everything”/“Swarm” to Support a Harried-On

The Verge Team31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR

CIRQUE DU SOLEIL

32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS)33. Web (Technology) Obsession

34. BRAND/“LOVEMARK” MANIACS (Organize Around a Point

of View Worth BROADCASTING: “You must be the

change you wish to see in the world”—Gandhi)

35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as

much a place at the Head Table in a “PSF” as in a

widgets factory: “You can’t behave in a calm, rational

manner. You’ve got to be out there on the lunatic

fringe”—Jack Welch)


Winning guaranteed
Winning disintermediation should in fact be afraid of irrelevance—(Guaranteed?)!


Up up up up up the value added ladder
Up, disintermediation should in fact be afraid of irrelevance—Up,Up, Up,Up the Value-added Ladder.


The traditional value added ladder services goods raw materials
The Traditional “Value-added Ladder” disintermediation should in fact be afraid of irrelevance—ServicesGoods Raw Materials


And the m stands for gerstner s ibm systems integrator of choice bw ibm global services 55b
And the “M” Stands for … ? disintermediation should in fact be afraid of irrelevance—Gerstner’s IBM:“Systems Integrator of choice.” (BW)IBM Global Services:$55B


Planetary Rainmaker-in-Chief! disintermediation should in fact be afraid of irrelevance—“Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models.The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year—that technology companies have never been able to touch.”—Fortune


“[Closing/selling Boeings 8,000-person facility in Wichita] was an important decision in moving forward with Boeing’s long-term strategy of becoming a large-scale integrator.”—The Wichita Eagle/06.16.2005


Big brown s new bag ups aims to be the traffic manager for corporate america headline bw 07 19 2004
“Big Brown’s New Bag: Wichita] was an important decision in moving forward with UPS Aims to Be theTraffic Manager for Corporate America”—Headline/BW/07.19.2004


“SCS”/Supply Chain Solutions Wichita] was an important decision in moving forward with : 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bankSource: Fast Company/02.04


“Customer Satisfaction” to Wichita] was an important decision in moving forward with “Customer Success”“We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability.Are customers’ bottom lines really benefiting from what we provide them?”Bob Nardelli, GE Power Systems


Bear in mind customer satisfaction versus customer success
Bear In Mind Wichita] was an important decision in moving forward with : Customer Satisfactionversus Customer Success


New York-Presbyterian Wichita] was an important decision in moving forward with :7-year, $500M enterprise-systems consulting and equipment contract with GE Medical SystemsSource: NYT/07.18.2004


Instant infrastructure ge becomes a general store for developing countries headline nyt 07 16 05
“Instant Infrastructure: GE Becomes a General Store for Developing Countries” —headline/ NYT/07.16.05


The revised value added ladder 2005 gamechanging solutions services goods raw materials
The Revised Value-added Ladder.2005 Developing Countries”Gamechanging SolutionsServicesGoods Raw Materials


The New Enterprise Value-Added Equation/Mark2005 Developing Countries”(1) 100% “WOW PROJECTS” (New Org “DNA”/“The Work”)+ (2) Incredible “TALENT” Transformed into (3) Entrepreneurial “BRAND YOUs” and (4) Launched on Awesome “QUESTS”= (5) Internal “Rockin’ PSFs” (Staff Depts. Morphed into Wildly Innovative Professional Service Firms) … (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise Value Proposition from “Superior Products & Services” to “ENCOMPASSING SOLUTIONS” &“GAME-CHANGING CLIENT SUCCESS”


Big Idea/“Meta”-Idea/Premier “Engine of Value Added” Developing Countries”(1) The Talent: “Best Roster” of Entrepreneurial-minded Brand Yous.(2) The (Virtual) Organization: Internal or External “PSF”/Professional Service Firm working with “Best Anywhere” = Engine of Value Added through the Application of Creative “Intellectual Capital”(3) The Work Product: “Game Changer”WOW Projects


Brand inside action brand you talent leadership i leadership ii2
Brand Inside Developing Countries”ActionBrand YouTalentLeadership ILeadership II


Action
Action Developing Countries”


Action1
Action! Developing Countries”


Tp on bigco sin 1 too much talk too little do
TP on BigCo sin #1: Developing Countries”“too much talk, too little do”


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


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


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


“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 initiative, and then nothing would come of it.”—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done



Try it
Try It. things.”


John Masters things.”:“This is so simple it

sounds stupid, but it is amazing

how few oil people really

understand thatyou 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.” (Canadian Hunter)


Sam s secret 1
Sam’s Secret things.”#1!


Fail faster succeed sooner david kelley ideo
“Fail faster. Succeed sooner.” things.”David Kelley/IDEO


Fail forward fast high tech exec
Fail. Forward. Fast. things.”–High-tech Exec


“If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly. They’re eviscerated in public for lousy products.Yet they persist, through version after version,until they get something good enough. Then they leverage the power they’ve gained in other markets to enforce their standard.”Seth Godin, Zooming


Ye gads trap of worrying about criticism. : “Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, he’s 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


Larry
Larry. trap of worrying about criticism.


Larry bossidy ram charan execution the discipline of getting things done
Larry Bossidy & Ram Charan/ trap of worrying about criticism. Execution: The Discipline of Getting Things Done


“Execution is a trap of worrying about criticism. systematic process of rigorously discussinghows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


The Leader’s Seven Essential Behaviors trap of worrying about criticism. *Know your people and your business*Insist on realism*Set clear goals and priorities*Follow through*Reward the doers*Expand people’s capabilities*Know yourselfSource: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


Action8/ trap of worrying about criticism. VPMR+/Peters on Bossidy*Knowledge/External Focus (Competitors/Customers)*Realism/Truth-telling*Vision*Projects(Must add up to Vision)*Milestones*Commitment/Energy*RapidReview*Consequences (+/-)


trap of worrying about criticism. 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
“robust dialogue” trap of worrying about criticism. —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. I’m not knocking education or looking for dumb people.But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed, you’ll always do better with the second person.”—Larry Bossidy (Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done)


Duct Tape Rules! absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people.“Andrew Higgins, who built landing craft in WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you can’t do in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, ‘Andrew Higgins won the war for us. He did it without engineers.’” —Stephen Ambrose/Fast Company


Leaders do people period tp
(“Leaders absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people.‘do’ people. Period.”—TP)


MBWA absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people.


Boyd. absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people.


He who has the quickest o o d a loops wins observe orient decide act col john boyd
He who has the quickest absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people.O.O.D.A. Loops* wins!*Observe. Orient. Decide. Act. /Col. John Boyd


“Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity.” —Robert Coram, Boyd “Re-arrange the mind of the enemy” —T.E. Lawrence “Float like a butterfly, sting like a bee” —AliBOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


OODA Loop/Boyd Cycle people think of when they hear the term; rather it was all about “Unraveling the competition”/ Quick Transients/ Quick Tempo (NOT JUST SPEED!)/ Agility/ “So quick it is disconcerting” (adversary over-reacts or under-reacts)/ “Winners used tactics that caused the enemy to unravel before the fight” (NEVER HEAD TO HEAD)BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


Maneuverists boyd the fighter pilot who changed the art of war robert coram
“Maneuverists” people think of when they hear the term; rather it was all about BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


The big two
The “Big Two”! people think of when they hear the term; rather it was all about


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


“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


35 years in the baking
35 years in the baking … from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


De cent ral iz a tion
De-cent-ral-iz- from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:a-tion!!


Ac count a bil ity
Ac-count-a-bil-ity!! from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


“HOW THE COAST GUARD GETS IT RIGHT” from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:—Headline, Time, 10.31.2005*Autonomy*Flexibility*“Perhaps the most important distinction of the Coast Guard is that it trusts itself”


Bingo
Bingo. from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


A man approached from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: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. from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Every morning, write a list of the things that need to be done that day.2. Do them.Source: Hugh MacLeod/tompeters.com/NPR


Roots
Roots. from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


Frank Purdue ( from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:“You damn well better be right.” )

Herb Kelleher (“We have a ‘strategic plan,’ it’s called doing

things.”)

Roger Milliken (Action item/Milestone/Due

date/Accountability/Consequencesfanaticism)

Bob Nardelli (Bulldog!) (7am!)

Andy Pearson (the “missing 95 percent”/Op reviews/Deep dive)

Bill Creech (Billboards/ “fly bys”/Squadron-spirit)

Sam (Secret #1)

Lee Scott (96-hour re-merchandising) (TP/CGA: “You’re

problem isn’t that they’re bigger; it’s that

they’re better.” )


Earl Weaver from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:

Jerry Rice

Roger Enrico (Rule of 3) (Leadership development)

Pat Carrigan (5 X 25 = 125 years)

Dennis Littky (LBI)

Dick Anderson (Build it!) v Dan (Report it—“tangible”/

“palpable”) (“Can Do!”) (WWII—working stiffs)

George Patton (“A good plan executed right now tops a

perfect plan executed next week.”)

Horatio Nelson!

John Boyd! (O.O.D.A. Loops) (Disorientation! Fly

into the ground.)

Dennis Di Florio (Commerce Bank; 7-7-7)


Wilf Corrigan (LSI … “and then we’d send him to Taipei …”)

Dennis Donovan ($21M)

Guy Kawasaki (25 X 4 = 100 per year)

Nathan Myhrvold (10,000X)

Ed Michaels ($25M-$80M/2 yrs)

Oticon (“scoreboard” in the lunchroom)

GE (1 of 100)

3M

HP (old)

“1, 2, 3 … Bullshit”

Re-do Rapidly (Microsoft)

Norio Ogha (Fast prototyping/IDEO/

MSchrage: Prototyping = #1)


Larry Bossidy (CANDOR!) (Promises made & kept. …”)

Consequences.)

LB (Ex as Core Competence #1 All key systems designed

around Execution)

LB (religion of “action items”)


RHWjr-TP (#1: Bias for Action) (#1 = MBWA!) (ISOE-Daniel; …”)

“Managing Our Way to Economic Decline”/HBR) (XX)

TP (1st GSB dissertation on Implementation) (B>A vs A>B)

TP (My lucky breaks: Dan, Xerox)

TP (35 years: Decentralization. Accountability.)

TP (MTD—Master of Talent Development; W/MwGTDw/oC—

Woman/Man Who Gets Things Done without Certificate;

MMM—Master of Metabolic Management; DE—Doctor

of Enthusiasm)



450 8
450/8 …”)


Beautiful graceful aesthetic triumph breathtaking game changing
“Beautiful” …”)“Graceful”“Aesthetic Triumph”“Breathtaking”“Game-changing”


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


First steps beauty contest
First Steps: …”)“Beauty Contest”!

1. Select one form/document: invoice, airbill, sick leave policy, customer returns claim form.

2. Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on four dimensions:Beauty. Grace. Clarity. Simplicity.

3. Re-invent!

4. Repeat, with a new selection, every 15 working days.


K i s s
K.I.S.S. …”)


Lee s rule run it off a blackberry
Lee’s Rule: …”)Run It off a Blackberry!


Really important stuff roger s rule of three
“Really Important Stuff”: …”)Roger’s Rule of Three!


…”)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



The Planning, Planning Systems, Intelligence & Measures50 …”)

*K.I.S.S. (!!) (450/8.) (500/50—GB.) (Lee’s Blackberry.)

*Complexity accretes one day/person/item at a time!

*There must be a “Systems & Measures Un-

designer.” (Rem Koolhaas: “Often my job is to

undo things.”)

*Focus!!!!

*5 or fewer key indicators. (Enrico’s “Rule of Three.”)

*Key indicators must be backed up by unmistakable

impact on evals and compensation! (JW & 6-sigma)

*Prune 50% of your measures … TODAY.


The Planning, Planning Systems, Intelligence & Measures50 …”)

*“Measurement Architecture” = (Real) Corporate

Strategy. (PERIOD.)

*CIOs & CFOs & C“R”Os will become Soulmates in effective organizations!

*Can a fourth grader understand it (Paul Sherlock,

JW)?

*Overall “systems architecture” should be in the

heads of no more than three people. (Fred Brooks

jr./360.)

*Nothing is easier than lying with statistics.

(Measurement is not Reality.)

*Hard is Soft. Soft is Hard. (TP-RWjr.) (c.f. Enron.)


The Planning, Planning Systems, Intelligence & Measures50 …”)

*Fanatically measure Customer Satisfaction

regarding systems/measures!

*If the Customer says it’s confusing … it’s confusing.

PERIOD.

*Systems & Measures planning must be “Bottom

Up”! (Buy-in Rules in “systems world.”)

*If, as a “systems’ guy/gal,” it “turns you on” …

BEWARE! (Jefferson’s Rule. Lessons from Clio.)


The Planning, Planning Systems, Intelligence & Measures50 …”)

*Systems & Measures should be/can be/ought to be

Works of Art!

*Great systems are about aesthetics!

*Is it “beautiful”?

*Is it “graceful”?

*Is it Surprising?

*Use a great Graphic Designer on all systems

development teams … and a damn good

Psychologist. (Steve world.)

*Systems design is not innocent: It is the Ultimate

Power Game!

*She/He who controls the primary measures …

Rules the World!


The Planning, Planning Systems, Intelligence & Measures50 …”)

*“Budgets” as we’ve known them are more than a “wretched waste”: They are Danger #1 in Turbulent

Times!

*Budgets are exercises in Negotiated Timidity.

*“Managing to budget” is a/the Mortal Sin.

*Plan, then burn the plan! (Koppers.)

*“Continuous” and “rolling” are superb ideas … but beware so much “plasticity” that one forgets the starting point! Hard. Comparative data is a “very good thing.”


The Planning, Planning Systems, Intelligence & Measures50 …”)

*“Intelligence” is always obvious after the fact.

*B.I.: Remember HUMINT!!

*Great BizIntelligence depends on Freaks &

Whackos, from Langley to the Board Room. (I.e., Be

Incredibly Eclectic in terms of sources of

Intelligence.)

*All intelligence gathering is a Political Activity. (C.f.

CIA, FBI.)

*B.I. is about “outliers.” (?? If you can measure it,

it’s not on the leading edge??)


The Planning, Planning Systems, Intelligence & Measures50 …”)

*If a system/measure gives you a stupid answer, it’s

probably a stupid system/measure.

*Measures should routinely produce Surprises (if not,

discard them).

*Perform systems & Measures post-mortems after

major fiascos (“Why didn’t this stick out like

a sore thumb?”)

*The half-life of Measures is 3 years. (Effective

“gaming” begins in year #2, reaches a crescendo

by year #4.)


The Planning, Planning Systems, Intelligence & Measures50 …”)

*Intangibles rule!

*Measure intangibles! (!!!!)

*Be(very)ware the tangibles becoming Total Reality, thence crowding out Real Reality.

*Constantly review what’s not being measured. (Ever tried to drive a car using only the dashboard?)

*“Models” are incredibly Stupid (very rough approximations of reality): Make sure everyone understands that!

*Business is Art!


The Planning, Planning Systems, Intelligence & Measures50 …”)

*Planning systems should support execution!

(PERT/CPM.)

*Uniformity of measurement/presentation across

units is fantastic up to a point.

*“Let a thousand flowers bloom, let a hundred

schools contend”: Let a 100 flowers bloom, let a

dozen schools contend.

*“Do it right the first time” is as stupid in “systems

world” as in TQM.

*Selection of measurements is one of the Most

Creative Acts in the Enterprise!

*Are there Freaks aplenty in the Systems & Measures

& Intelligence activities?


Brand inside action brand you talent leadership i leadership ii3
Brand Inside …”)ActionBrand YouTalentLeadership ILeadership II


Brand you
Brand You! …”)


There is no job that is america s god given right anymore carly fiorina hp january2004
…”)There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004


“If there is nothing very special about your work, …”)no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.”Michael Goldhaber, Wired


Personal brand equity evaluation
Personal …”)“Brand Equity” Evaluation

  • I am known for [2 to 3 things]; next year at this time I’ll also be known for [1 more thing].

  • My current Project is challenging me …

  • New things I’ve 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 discerniblydifferentfrom last year’s at this time …


The Rule of Positioning …”)“If you can’t describe your position in eight words or less, you don’t have a position.”— Jay Levinson and Seth Godin, Get What You Deserve!


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


New Work SurvivalKit2005 create your own legend or not.”

1. 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. Mistress 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!)


R d a rate 15 25 therefore formal investment strategy r i p renewal investment plan
R.D.A. create your own legend or not.”Rate: 15%?, 25%?Therefore: Formal “Investment Strategy”/R.I.P.**Renewal Investment Plan


26.3 create your own legend or not.”


Have you invested as much this year* in your career as in your car?*Absolute$$$, % of Asset ValueSource: Molly Sargent


Distinct or extinct
Distinct your car?… or … Extinct


A position is not an accomplishment tp
A “ your car?position” is not an “accomplishment.”—TP


Oh s tom what have you done this year jessica sutherland iir me
Oh, S+&*#! your car?“Tom, what have you done this year?”—Jessica Sutherland, IIR ME



The Sales25 your car?: Great Salespeople …1. Know the product. (Find cool mentors, and use them.)2. Know the company.3. Know the customer. (Including the customer’s consultants.) (And especially the “corporate culture.”)4. Love internal politics at home and abroad.5. Religiously respect competitors. (No badmouthing, no matter how provoked.)6. Wire the customer’s org.(Relationships at all levels & functions.)7. Wire the home team’s org. and vendors’ orgs.(INVEST Big Time time in relationships at all levels & functions.) (Take junior people in all functions to client meetings.)


Great Salespeople … your car?8. Never overpromise.(Even if it costs you your job.)9. Sell only by solving problems-creating profitable opportunities.(“Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of money—here’s exactly how.”) (IS THIS A “PRODUCT SALE” OR A WOW-ORIGINAL SOLUTION YOU’LL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?)10. Will involve anybody—including mortal enemies—if it enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass.11. Know the Brand Story cold; live the Brand Story. (If not, leave.)


Great Salespeople … your car?12. Think “Turnkey.” (It’s always your problem!)13. Act as “orchestra conductor”: You are responsible for making the whole-damn-network respond. (PERIOD.)14. Help the customer get to know the vendor’s organization & build up their Rolodex.15. Walk away from bad business.(Even if it gets you fired.)16. Understand the idea of a “good loss.”(A bold effort that’s sometimes better than a lousy win.)17. Think those who regularly say “It’s all a price issue” suffer from rampant immaturity & shrunken imagination.18. Will not give away the store to get a foot in the door. 19. Are wary & respectful of upstarts—the real enemy.20. Seek several “cool customers”—who’ll drag you into Tomorrowland.


If you don t listen you don t sell anything carolyn marland md guardian group
“If you don’t listen, you don’t sell anything.” your car?—Carolyn Marland/MD/Guardian Group


Great Salespeople … your car?21. Use the word “partnership” obsessively, even though it is way overused.(“Partnership” includes folks at all levels throughout the supply chain.)22. Send thank you notes by the truckload.(NOT E-NOTES.) (Most are for “little things.”) (50% of those notes are sent to those in our company!) Remember birthdays. Use the word “we.” 23. When you look across the table at the customer, think religiously to yourself: “HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED?” 24. Great salespeople can affirmatively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY?25. Keep your bloody PowerPoint slides simple!


“Success or Failure”? Try Instead “Optimism or Failure”!

From Martin Seligman’s Learned Optimism: “I believe the traditional wisdom is incomplete. A composer can have all the talent of a Mozart and a passionate desire to succeed, but if he believes he cannot compose music, he will come to nothing. He will not try hard enough. He will give up too soon when the elusive right melody takes too long to materialize. Success requires persistence, the ability to not give up in the face of failure. I believe that … OPTIMISTIC EXPLANATORY STYLE … is the key to persistence.

“The optimistic-explanatory-style theory of success says that in order to choose people for success in a challenging job, you need to select for three characteristics: (1) Aptitude. (2) Motivation. (3) Optimism. All three determine success.”

(Note: Seligman’s extensive work with Met Life salespeople, among others,

proved out the above—in spades.)


Pessimist Failure”!: Good things … “I’m worthless, but got lucky on this one.” Bad things … “I’m a bozo who deserved my sorry fate.”Optimist: Good things … “I deserved that; I’m the cat’s meow.” Bad things … “I’m the cat’s meow, but the cat had an unlucky day; tomorrow will be better for sure.”


Getting things done the power implementation 34
Getting Things Done: Failure”!The Power & Implementation34.


*Send “Thank You” notes! Failure”!It’s (always) “all about relationships.” And at the Heart of Effective Relationships is … APPRECIATION. (Oh yeah: Never, ever forget a birthday of a co-worker.)

*Bring donuts! “Small” gestures of appreciation (on a rainy day, after a long day’s work the day before) are VBDs … Very Big Deals.

*Make the call! One short, hard-to-make call today can avert a relationship crisis that could bring you down six months from now.

*Remember: There are no “little gestures” of kindness. As boss, stopping by someone’s cube … for 30 seconds … to inquire about their sick parent will be remembered for … 10 years. (Trust me.)

*Make eye contact! No big deal? Wrong! “It” is all about … Connection! Paying attention! Being there … in the Moment … Present. So, work on your eye contact, your Intent to Connect.

*Smile! Or, rather: SMILE. Rule: Smiles beget smiles. Frowns beget frowns. Rule: WORK ON THIS.

*Smile! (If it kills you.) Energy & enthusiasm & passion engender energy-enthusiasm-passion in those we work with.


*It’s all … RELATIONSHIPS. Failure”! Remember: Business is a relationships business. (Period.) We’re all in sales! (Period.) Connecting! Making our case! Following up! Networking! “Relationships” are what we “do.”

*You = Your Calendar. Your true priorities are “given away” by your calendar. YOUR CALENDAR NEVER LIES. What are you truly spending your time on? Are you distracted? Focused?

*What’s in a number? EVERYTHING! While we all “do a hundred things,” we may not/should not/cannot have more than 2 (or 3) true “strategic” priorities at any point in time. BELIEVE IT.

*She (he) who is best prepared wins! Out study, out-read, out-research the competition. Know more (lots more!) than “the person on the other side of the table.”

*“Excellence” is the Ultimate Cool Idea. The very idea of “pursuing excellence” is a turn on—for you and me as well as those we work with. (And, I find to my dismay, it’s surprisingly rare.)

*Think WOW! Language matters! “Hot” words generate a Hot Team. Watch your language!

*Take a break! We need all the creativity we can muster these days. So close your office door and do 5 (FIVE) minutes of breathing or yoga; get a bag lunch today and eat it in the park.


*You are the boss! Failure”! Old ideas of “lifetime employment” at one company (maybe where Dad/Mom worked) are gone. No matter what your current status, think of your self as CEO of Brand Me, Inc. We are all Small Business Owners … of our own careers.

*Do something in … the next half hour! Don’t let yourself get stuck! There is … ALWAYS … something little you can start/do in the next thirty minutes to make a wee, concrete step forward with a problem-opportunity.

*Test it! NOW! We call this the “Quick Prototype Attitude.” One of life’s, especially business life’s, biggest problems is: “Too much ‘talk’, too little ‘do’.” If you’ve got a Cool Idea, don’t sit on it or research it to death. Grab a pal, an empty conference, and start laying out a little model. That is, begin the process of transforming the Idea to Action … ASAP. Incidentally, testing something quarter-baked in an approximation of the real world is the quickest way to learn.

*Expand your horizons. Routinely reach out beyond your comfort zone. TAKE A FREAK TO LUNCH TOMORROW! Call somebody interesting “you’ve been meaning to get in touch with;” invite them to lunch tomorrow. (Lunch with “the same ole gang means nothing new learned. And that’s a guarantee.) (Remember: Discomfort = Growth.)

*Build a Web site. The Web is ubiquitous. Play with it! Be a presence!

Start You.com … ASAP!


*Spread the credit! Failure”! Don’t build monuments to yourself, build them to others—those whose contributions we wholeheartedly acknowledge will literally follow us into machine gun fire!

*Follow Tom’s patented VFCJ strategy! VFCJ = Volunteer For Crappy Jobs. That is, volunteer for the crummy little assignment nobody else wants, but will give you a chance to (1) be on your own, (2) express your creativity, and (3) make a noticeable mark when it turns out “Wow.”

*VOLUNTEER! Life’s a maze, and you never know what’s connected to what. (Six degrees of separation, and all that.) So volunteer for that Community Center fund raising drive, even though you’re busy as all get out. You might end up working side-by-side with the president of a big company who’s looking for an enthusiast like you, or someone wealthy who might be interested in investing in the small business you dream of starting.

*Join Toastmasters! You don’t need to try and match Ronald Reagan’s speaking skills, but you do need to be able to “speak your piece” with comfort, confidence and authority. Organizations like Toastmasters can help … enormously.

*Dress for success! This one is old as the hills and I hate it!! But it’s true. FIRST IMPRESSIONS DO MATTER. (A lot!!!)


*Follow the Gospel of “Experience Marketing” in all you do. The shrewdest marketers today tell us that selling a “product” or “service” is not enough in a crowded marketplace for everything. Every interaction must be reframed as a … Seriously Cool Experience. That includes the “little” 15-minute presentation you are giving to your 4 peers tomorrow.

*Think of your resume as an Annual Report on Brand Me Inc. It’s not about keeping your resume “updated.” It is about having a Super-cool Annual Report. (Tom Peters Inc 2004.) What are your “stunning” accomplishments that you can add to that Report each 6 months, or at the most annually?

*Build a Great Team … even if you are not boss. Best roster wins, right? So, work on your roster. Meet someone new at Church or your kid’s birthday party? Add them to your team (Team Tom); you never know when they might be able to assist you or give you ideas or support for something you are working on.

*She or he who has the Fattest & and Best-managed Rolodex wins. Your Rolodex is your most cherished possession! Have you added 3 names to it in the last 2 weeks? Have you renewed acquaintance (email, lunch, gym date) with 3 people in your Rolodex in the last month? “MANAGE” YOUR ROLODEX!


*Start your own business! do. Sure that’s radical. But people are doing it—especially women—by the millions. Let the idea percolate. Chat about it, perhaps, with pals. Start a file folder or three on things you Truly Care About … that just might be the basis for Cool Self-employment.

*There’s nothing cooler than an Angry Customer! The most loyal customers are ones who had a problem with us … and then marveled when we went the Extra Ten Miles to fix it! Business opportunity No. 1 = Irate customers converted into fans. So … are you on the prowl for customer problems to fix?

*All “marketing” is Relationship Marketing. In business, profit is a byproduct of “bringing ’em back.” Thus, systematic and intense and repeated Follow-up and After-sales Service and Scintillating New Hooks are of the utmost importance.


*BRANDING ain’t just for Big Dudes. do. This may well be Business Mistake No. 1 … the idea that “branding” is only for the likes of Coke and Sony and Nike. Baloney! Branding applies as much for the one-person accountancy run out of a spare bedroom as it does for Procter & Gamble.

*Credibility! In the end … Character Matters Most. Does he/she give their word, and then stick to it … come hell & high water? Can you rely on Her/Him in a pinch? Does she/he … CARE?

*Grace. Is it “a pleasure to do business with you”? Is it a pleasure to “be a member of your team”?


Brand inside action brand you talent leadership i leadership ii4
Brand Inside do.ActionBrand YouTalentLeadership ILeadership II


Peo p le power the talent 50
Peo do.ple Power:The Talent50


The creative age is a wide open g ame richard florida the rise of the creative class
“The Creative Age is a do.wide-open game.”—Richard Florida, The Rise of the Creative Class


1 people first
1 do.. People First!


The secret jack didn t have a vision
“The” Secret: do.Jack didn’t have a “vision”!


Les wexner from sweaters to p eo p le
Les Wexner do.:From sweaters to … people!


Leaders do people p e r i o d anon
“Leaders do.‘do’ people. P-e-r-i-o-d.”—Anon.


2 soft is hard
2 do.. Soft Is Hard.


Message do.: 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. TP’s final words: CYNICISM SUCKS.]


3 fundamental premise we are in an age of talent creativity intellectual capital added
3 do.. 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
“Human creativity is the ultimate economic resource.” do.—Richard Florida,The Rise of the Creative Class


Age of Agriculture do.Industrial AgeAge of Information IntensificationAge of Creation IntensificationSource: Murikami Teruyasu, Nomura Research Institute


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


“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 child—let alone our child—receive 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!


15 “Leading” Biz Schools 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 child—let alone our child—receive a poor grade in art at such a young age?Design/Core: 0Design/Elective: 1Creativity/Core: 0Creativity/Elective: 4Innovation/Core: 0Innovation/Elective: 6Source: DMI/Summer 2002Research by Thomas Lockwood


4 talent excellence in every part of every organization
4 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 child—let alone our child—receive a poor grade in art at such a young age?. Talent “Excellence” in Every Part of Every Organization.


Wegmans: #1/100 Best Companies to Work for 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 child—let alone our child—receive a poor grade in art at such a young age?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, it’s an event.” —Christopher Hoyt, grocery consultant“You cannot separate their strategy as a retailer from their strategy as an employer.”—Darrell Rigby, Bain & Co.


5 p o t pursuit of talent obsession
5 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 child—let alone our child—receive a poor grade in art at such a young age?. P.O.T./ Pursuit Of Talent = OBSESSION.


“The leaders of Great Groups 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 child—let alone our child—receive a poor grade in art at such a young age?love talent and know where to find it. They revel in the talent of others.”Warren Bennis & Patricia Ward Biederman, Organizing Genius


Parc s bob taylor connoisseur of talent
PARC’s Bob Taylor: 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 child—let alone our child—receive a poor grade in art at such a young age?“Connoisseur of Talent”


6 talent masters understand talent s intangibles
6 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 child—let alone our child—receive a poor grade in art at such a young age?. Talent Masters Understand Talent’s Intangibles.


Q 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 child—let alone our child—receive a poor grade in art at such a young age?:“If it were your $50K [life’s savings] and my $50K, what sort of Waiters would we look for?”A:“Enthusiasts!”


7 hr is cool
7 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 child—let alone our child—receive a poor grade in art at such a young age?. HR Is “Cool.”


Ch icago hrmac
Ch 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 child—let alone our child—receive a poor grade in art at such a young age?icago:HRMAC



Are you rock stars of the age of talent
Are you drag” “Rock Stars of the Age of Talent”


“HR doesn’t 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
8 or people who stand up as moral compasses.”. HR Sits at The Head Table.


Dd 21m
DD or people who stand up as moral compasses.”$21M


9 re name hr
9 or people who stand up as moral compasses.”. Re-name “HR.”


Talent department
Talent Department or people who stand up as moral compasses.”


H r to h e d h uman e nablement d epartment
“H.R.” to “H.E.D.” ??? or people who stand up as moral compasses.”HumanEnablement Department


People Department or people who stand up as moral compasses.”Center for Talent ExcellenceSeriously Cool People Who Recruit & Develop Seriously Cool PeopleEtc.


10 there is an hr strategy hr vision
10 or people who stand up as moral compasses.”. There Is an “HR Strategy”/ “HR Vision”


Our Mission or people who stand up as moral compasses.”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


“Omnicom very simply is about talent. It’s about the acquisition of talent, providing the atmosphere so talent is attracted to it.” —John Wren


What’s your company’s … acquisition of talent, providing the atmosphere so talent is attracted to it.”EVP?Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promiseper TP


EVP = acquisition of talent, providing the atmosphere so talent is attracted to it.”Challenge, professional growth, respect, satisfaction, opportunity, rewardSource: Ed Michaels et al., The War for Talent


11 acquire for talent
11 acquisition of talent, providing the atmosphere so talent is attracted to it.”. Acquire for Talent!


Omnicom's acquisitions acquisition of talent, providing the atmosphere so talent is attracted to it.”:“not for size per se”; “buying talent;” “deepen a relationship with a client.”Source: Advertising Age


12 there is a formal recruitment strategy
12 acquisition of talent, providing the atmosphere so talent is attracted to it.”. There Is a FORMAL Recruitment Strategy.


Cirque du soleil
Cirque du Soleil acquisition of talent, providing the atmosphere so talent is attracted to it.”!


Cirque du Soleil acquisition of talent, providing the atmosphere so talent is attracted to it.”: 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 we’re leaving money on the table by not duplicating our shows. They’re right.”—Daniel Lamarre, president).Source: “The Phantasmagoria Factory”/Business 2.0/1-2.2004


13 there is a formal leadership development strategy
13 acquisition of talent, providing the atmosphere so talent is attracted to it.”. There Is a FORMAL Leadership Development Strategy.


14 there is a world class leadership development center
14 acquisition of talent, providing the atmosphere so talent is attracted to it.”. There is a “World Class” Leadership Development CENTER.


Crotonville no b schools
Crotonville!* acquisition of talent, providing the atmosphere so talent is attracted to it.”*No B-schools!


Dd 0 to 60mph in a flash months
DD acquisition of talent, providing the atmosphere so talent is attracted to it.”: 0 to 60mph in a flash (months)


Getting to wow through mastery of the sales 251
Getting to WOW Through Mastery of … acquisition of talent, providing the atmosphere so talent is attracted to it.”The Sales25.


Getting things done the power implementation 341
Getting Things Done: acquisition of talent, providing the atmosphere so talent is attracted to it.”The Power & Implementation34.


Presentation excellence the presx56
Presentation Excellence: acquisition of talent, providing the atmosphere so talent is attracted to it.”The PresX56


The interviewing excellence the intx31
The Interviewing Excellence: acquisition of talent, providing the atmosphere so talent is attracted to it.” The IntX31


15 there is a formal strategic hr review process
15 acquisition of talent, providing the atmosphere so talent is attracted to it.”. There Is a FORMAL STRATEGIC HR Review Process.


16 the top100 and every unit s top10 are consciously managed
16 acquisition of talent, providing the atmosphere so talent is attracted to it.”. The “Top100,” and Every Unit’s Top10, Are Consciously Managed.


“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


17 people talent reviews are the first reviews
17 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. “People”/ Talent” Reviews Are the FIRST Reviews.


18 hr strategy business strategy
18 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. HR Strategy = BUSINESS Strategy.


19 make it a cause worth signing up for
19 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. Make it a “Cause Worth Signing Up For.”


G h create a cause not a business
G.H. 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:“Create a‘cause,’not a ‘business.’ ”


“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)


20 unleash their full potential
20 themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”. Unleash “Their” Full Potential!


Organizing Genius themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.” / 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 f ree to do his or her absolute best allow its members to d iscover their g reatness
Yes!!!!!!!!!!!!!!!!! themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”“free to do his or her absolutebest” … “allow its members to discover their greatness.”


“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 li f e success com p an y source everybody wins phil harkins keith hollihan
RE/MAX employees.: A “LifeSuccessCompany”Source: Everybody Wins, Phil Harkins & Keith Hollihan


21 set sky high standards
21 employees.. Set Sky High Standards.


From “1, 2 or you’re out” [JW] to … employees.“BestTalent in each industry segment to build best proprietary intangibles”[EM]Source: Ed Michaels, War for Talent


22 enlist everyone in challenge century21
22 employees.. Enlist Everyone in Challenge Century21.


“If there is nothing very special about your work, employees.no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.”Michael Goldhaber, Wired


Distinct or extinct1
Distinct employees.… or …Extinct


New Work SurvivalKit.2005 employees.

1. 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!)


23 pursue the best
23 employees.. Pursue the Best!


“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacificchanged 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


Did We Say “Talent Matters”? percent in 3 years. Steve Macadam at Georgia-Pacific“The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but10,000X.”—Nathan Myhrvold, former Chief Scientist, Microsoft


24 up or out
24 percent in 3 years. Steve Macadam at Georgia-Pacific. Up or Out.


25 ensure that the review process has integrity
25 percent in 3 years. Steve Macadam at Georgia-Pacific. Ensure that the Review Process Has INTEGRITY.


25 = percent in 3 years. Steve Macadam at Georgia-Pacific100** “But what do I do that’s more important than developing people? I don’t do the damn work. They do.”


26 pay up
26 percent in 3 years. Steve Macadam at Georgia-Pacific. 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 (05.17.00)


Costco likely than the rest to *$17/hour (42% above Sam’s); very good health plan; low t/o, low shrinkage*Low margins (“When I started, Sears, Roebuck was the Costco of the country, but they allowed someone to come in under them”—Jim Sinegal)Source: “How Costco Became the Anti-Wal*Mart/NYT/07.17.05


27 training i train train train
27 likely than the rest to . Training I: Train! Train! Train!


26.3 likely than the rest to


3 weeks in may training prep 187 work 41 other 17
3 Weeks in May likely than the rest to “Training” & Prep: 187“Work”: 41(“Other”: 17)


1 vs 367
1% likely than the rest to vs.367%


Divas likely than the rest to 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 don’t businesspeople do it?


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


Edward Jones’ Training Machine likely than the rest to *146 hours/employee/yearNew hires: 4X avg.3.8% of payroll* #1, “The 100 Best Companies To Work For”/Fortune/01.2003


28 training ii 100 business people
28 likely than the rest to . Training II: 100% “Business People.”


29 training iii 100 leaders
29 likely than the rest to . Training III: 100% LEADERS.


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


30 training iv boss as trainer in chief
30 is to produce more leaders, not more followers.”. Training IV: Boss as Trainer-in-Chief.


Workout 24 dpy in the classroom
Workout is to produce more leaders, not more followers.” = 24 DPY in the Classroom


31 open communication no barriers
31 is to produce more leaders, not more followers.”. 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


7 the solutions 25 no more silos no more stovepipes damn it
7. The … have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. Solutions25.**NO MORE “SILOS.” NO MORE “STOVEPIPES.” (DAMN IT.)


1. It’s the (OUR!) organization, stupid! have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. 2. Friction free! 3. No STOVEPIPES!4. “Stovepiping” is a F.O.—Firing Offense.5. ALL on the web! (ALL = ALL.)6. Open access!6. Project Managers rule! (E.g.: Control the purse strings and evals.)7. VALUE-ADDED RULES! (Services Rule.) (Experiences Rule.) (Brand Rules.)8. SOLUTIONS RULE! (We sell SOLUTIONS. Period. We sell PRODUCTIVITY & PROFITABILITY. Period.)9. Solutions = “Our ‘culture.’ ”10. Partner with B.I.C. (Best-In-Class). Period.


32 respect
32 have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. . Respect!


“What creates trust, in the end, is the leader’s manifest respect for the followers.”— Jim O’Toole, Leading Change


“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and 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


33 embrace the whole individual
33 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. Embrace the Whole Individual.


34 build places of grace
34 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. Build Places of “Grace.”


“My favorite word is 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 presidentgrace– whether it’s amazinggrace, saving grace, graceunder fire, Grace Kelly. How we live contributes to beauty – whether it’s how we treat other people or the environment.”—Celeste Cooper, designer


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


35 mbwa visible leadership managing by wandering around
35 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. 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
36 present in person. . Thank You!


The deepest human need is the need to be appreciated william james
“The deepest human need is the present in person. need to be appreciated.”William James


37 promote for people skills the rest is details
37 present in person. . Promote for “people skills.” (THE REST IS DETAILS.)


33 Division Titles. 26 League Pennants. 14 World Series: present in person. Earl Weaver—0. Tom Kelly—0. Jim Leyland—0. Walter Alston—1AB. Tony LaRussa—132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky Anderson—1 season.


“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
38 was energy and enthusiasm for execution. . Honor Youth.


“Why focus on these late teens and twenty-somethings? was energy and enthusiasm for execution. 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
39 was energy and enthusiasm for execution. . Provide Early Leadership Assignments.


The wow project
The was energy and enthusiasm for execution. WOW!Project


Your Current Project? was energy and enthusiasm for execution. 1. Another day’s work/Pays the rent.4. Of value.7. Pretty Damn Cool/Definitely subversive.10.WE AIM TO CHANGE THE WORLD.(Insane!/Insanely Great!/WOW!)


40 create a formal system of mentoring
40 was energy and enthusiasm for execution. . Create a FORMAL System of Mentoring.


W l gore quad graphics
W. L. Gore was energy and enthusiasm for execution. Quad/Graphics


41 diversity
41 was energy and enthusiasm for execution. . Diversity!


was energy and enthusiasm for execution. Diversity defines the health and wealth of nations in a new century.Mighty is the mongrel. The hybrid is hip. The impure, the mélange, the adulterated, the blemished, the rough, the black-and-blue, the mix-and-match – these people are inheriting the earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity, nourishes the human spirit, spurs economic growth and empowers nations.”G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge


CM Prof Richard Florida on “Creative Capital was energy and enthusiasm for execution. ”:“You cannot get a technologically innovative place unless it’s open to weirdness, eccentricity and difference.”Source: New York Times


“Where do good new ideas come from? That’s simple! From differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines.”Nicholas Negroponte


Duh! differences. “We want our associate population to mirror our customer population at every level, from the executive suite all the way to the retail floor.In the marketplace, basically what I want to do is draw a concentric circle around every one of our 2,300 stores, and I want the assortment in that store to match the ethnicity of the neighborhood it’s in. Some neighborhoods are all Hispanic, so we can put in a full Hispanic format. That’s what Super Saver is. All the signage is in both languages. There’s a 100 percent Spanish-speaking staff in the store.”—Larry Johnston, CEO, Albertsons


42 women rule duh
42 differences. . WOMEN RULE.**Duh.


differences. AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report, Business Week


Women’s Strengths Match New Economy Imperatives differences. : 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.Source: Judy B. Rosener, America’s Competitive Secret


The Core Argument differences. 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. Women’s strengths match the New Economy’s leadership needs—to a striking degree.6. Women are also the principal purchasers of goods and services—retail and commercial.7. Ergo, women are a large part of “the answer” to the War for Talent issue/opportunity.


43 hire protect weird
43 differences. . Hire (& Protect!) Weird!


“Are there differences. enoughweird peoplein the lab these days?”V. Chmn., pharmaceutical house, to a lab director


The Cracked Ones Let in the Light differences. “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


Deviants, Inc differences. . “Deviance tells the story of every mass market ever created.What starts out weird and dangerous becomes America’s next big corporate payday. So are you looking for the next mass market idea? It’s out there … way out there.”Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)


Saviors-in-Waiting differences. Disgruntled CustomersOff-the-Scope CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees


Why Do I love Freaks? differences.

(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 times—see immediately above.)

(5) Freaks are the only (ONLY) ones who succeed—as 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 us—and our organizations—are in ruts. Make that chasms.)


44 cherish boldness
44 differences. . Cherish Boldness!


“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/09.17.04)


Gh tp get better vs get di ff erent
GH (+TP): organizations weather the downturn, but this approach will ultimately render them obsolete.“Get better”vs“Get different”


Reward excellent failures punish mediocre successes phil daniels sydney exec
organizations weather the downturn, but this approach will ultimately render them obsolete.Rewardexcellent failures.Punish mediocre successes.”Phil Daniels, Sydney exec


45 we are all unique
45 organizations weather the downturn, but this approach will ultimately render them obsolete.. We Are All Unique.


Beware standardized evals one size never fits all one size fits one period
Beware Standardized Evals organizations weather the downturn, but this approach will ultimately render them obsolete.: One size NEVER fits all. One size fits one. Period.


48 players 48 projects 48 different success measures
48 Players = organizations weather the downturn, but this approach will ultimately render them obsolete. 48 Projects = 48 different success measures.


46 bosses win people over
46 organizations weather the downturn, but this approach will ultimately render them obsolete.. Bosses “Win People Over.”


What an idiot instead of employees being in the driver s seat now we re in the driver s seat
WHAT AN IDIOT: organizations weather the downturn, but this approach will ultimately render them obsolete.“Instead of employees being in the driver’s seat, now we’re in the driver’s seat.”


Pj coaching is winning players over
PJ: organizations weather the downturn, but this approach will ultimately render them obsolete.“Coaching is winning players over.”


47 goal voyages of mutual discovery
47 organizations weather the downturn, but this approach will ultimately render them obsolete.. GOAL: Voyages of Mutual Discovery.


I don t know
“I don’t know.” organizations weather the downturn, but this approach will ultimately render them obsolete.


I am inalterably opposed to “organization change,” “empowerment,” “motivation.” The goal: to awaken the latent talent already within, by providing opportunities worthy of the individual’s investment of her or his most precious resources … time and emotional commitment.


Quests
Quests! “empowerment,” “motivation.” The goal:


Organizing Genius “empowerment,” “motivation.” The goal: / 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
Yes!!!!!!!!!!!!!!!!! “empowerment,” “motivation.” The goal: “free to do his or her absolute best” … “allow its members to discover their greatness.”


48 foster independence
48 “empowerment,” “motivation.” The goal: . 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?’ you’ll 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?’ ”Stan Davis & Christopher Meyer, futureWEALTH


The rise up and flee your cubicle street journal adventures in capitalism
THE matters as much as how you invest your financial capital. Its rate of return determines your future options. rise up and flee your cubicle STREET JOURNALAdventures in Capitalism


The i work for a company called me street journal adventures in capitalism
THE matters as much as how you invest your financial capital. Its rate of return determines your future options. I work for a company called Me STREET JOURNALAdventures in Capitalism


Thriving in 24/7 matters as much as how you invest your financial capital. Its rate of return determines your future options. (Sally Helgesen)START AT THE CORE. Nimbleness only possible if we “locate our inner voice,” take regular inventory of where we are.LEARN TO ZIGZAG. Think “gigs.” Think lifelong learning. Forget “old loyalty.” Work on optimism.CREATE OUR OWN WORK. Articulate your value. Integrate your passions. I.D. your market. Run your own business.WEAVE A STRONG WEB OF INCLUSION. Build your own support network. Master the art of “looking people up.”


49 enthusiasm
49 matters as much as how you invest your financial capital. Its rate of return determines your future options. . Enthusiasm!


Bz i am a dispenser of enthusiasm
BZ matters as much as how you invest your financial capital. Its rate of return determines your future options. : “I am a …Dispenser of Enthusiasm!”


Nothing is so contagious as enthusiasm samuel taylor coleridge
“Nothing is so contagious as enthusiasm.” matters as much as how you invest your financial capital. Its rate of return determines your future options. —Samuel Taylor Coleridge


Most important he upped the energy level at motorola fortune on ed zander 08 05
“Most important, matters as much as how you invest your financial capital. Its rate of return determines your future options. he upped the energy level at Motorola.”—Fortune on Ed Zander/08.05


A leader is a dealer in hope napoleon
“A leader is a matters as much as how you invest your financial capital. Its rate of return determines your future options. dealer in hope.”Napoleon


New Economy Biz Degree Programs matters as much as how you invest your financial capital. Its rate of return determines your future options. MBA(Master of Business Administration)MMM1 (Master of Metaphysical Management) MMM2 (Master of Metabolic Management)MGLF (Master of Great Leaps Forward)MTD (Master of Talent Development)W/MwGTDw/oC (Woman/Man Who Gets Things Done without Certificate)DE (Doctor of Enthusiasm)


50 talent brand
50 matters as much as how you invest your financial capital. Its rate of return determines your future options. . Talent = Brand.


The Top 5 “Revelations” matters as much as how you invest your financial capital. Its rate of return determines your future options. Better talent wins.Talent management is my job as leader.Talented leaders are looking for the moon and stars.Over-deliver on people’s 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


Brand talent
Brand = Talent. matters as much as how you invest your financial capital. Its rate of return determines your future options.


Brand inside action brand you talent leadership i leadership ii5
Brand Inside matters as much as how you invest your financial capital. Its rate of return determines your future options. ActionBrand YouTalentLeadership ILeadership II


Leadership i
Leadership I matters as much as how you invest your financial capital. Its rate of return determines your future options.


Brand inside action brand you talent leadership i leadership ii6
Brand Inside matters as much as how you invest your financial capital. Its rate of return determines your future options. ActionBrand YouTalentLeadership ILeadership II


Leadership ii
Leadership II matters as much as how you invest your financial capital. Its rate of return determines your future options.


Lead it loud
Lead It …Loud matters as much as how you invest your financial capital. Its rate of return determines your future options. !


Ouch matters as much as how you invest your financial capital. Its rate of return determines your future options. !


“The Bottleneck is at the Top of the Bottle” matters as much as how you invest your financial capital. Its rate of return determines your future options. “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?Atthetop!”— Gary Hamel/“Strategy or Revolution”/Harvard Business Review


Create a cause
Create a Cause matters as much as how you invest your financial capital. Its rate of return determines your future options. !


G h create a cause not a business1
G.H. matters as much as how you invest your financial capital. Its rate of return determines your future options. :“Create a ‘cause,’ not a ‘business.’ ”


“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)


A leader is a dealer in hope napoleon tp s writing room pics
“A leader is a themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”dealer in hope.”Napoleon (+TP’s writing room pics)


The wildest chimera of a moonstruck mind the federalist on tj s louisiana purchase
“the wildest chimera of a moonstruck mind” themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.”—The Federalist on TJ’s Louisiana Purchase


“The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on.”—Walter Lippmann


Think legacy
Think Legacy in other men the conviction and the will to carry on.”!


in other men the conviction and the will to carry on.”Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is:‘Whodowe intendtobe?’Not ‘What are we going to do?’ but ‘Who do we intend to be?’”—Max De Pree, Herman Miller


in other men the conviction and the will to carry on.”In 1933, Thomas J. Watson Sr. gave a speech at the World’s Fair, ‘World Peace through World Trade.’We stood for something, right?”—Sam Palmisano


CEO Assignment2002 (Bermuda) in other men the conviction and the will to carry on.”: “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?”


“To win this race, Kerry needs to stop focusing on Election Day and start thinking about his would-be presidency’s last day.What does he want his legacy to be?When sixth-graders in the year 2108 read about the Kerry presidency, what does he want theone or two sentencesthat accompany his photo to say?”—Kenneth Baer/Washington Post/092604


Ah, kids Election Day and start thinking about his would-be presidency’s last day.:“What is your vision for the future?” “What have you accomplished since your first book?” “Close your eyes and imagine me immediately doing something about what you’ve just said. What would it be?” “Do you feel you have an obligation to ‘Make the world a better place’?”


Find em
Find ’em Election Day and start thinking about his would-be presidency’s last day.!


The secret jack didn t have a vision1
“The” Secret: Election Day and start thinking about his would-be presidency’s last day.Jack didn’t have a “vision”!


Les wexner jack from sweaters to p eo p le
Les Wexner Election Day and start thinking about his would-be presidency’s last day.(Jack+):From sweaters to … people!


Respect em
Respect ’em Election Day and start thinking about his would-be presidency’s last day.!


Amen! Election Day and start thinking about his would-be presidency’s last day.“What creates trust, in the end, is the leader’s manifest respect for the followers.”— Jim O’Toole, Leading Change


Don t belittle od consultant
“Don’t belittle!” Election Day and start thinking about his would-be presidency’s last day.—OD Consultant


“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


“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


“We were friendly and respectful whenever we met a Bedouin or farmer, often sharing tea with them in the middle of the open desert. Our behavior sent the clearest message: We cared more about the people of Ar Rutbah than did the Fedayeen. … After all, we had done everything possible to limit damage to civilian infrastructure and private property. … We treated enemy wounded and distributed contraband food. I stopped our final assault to institute a day-long cease-fire as a gesture to the people of the city.”— “How One Soldier Brought Democracy to Iraq: The Mayor of Ar Rutbah” (MAJ James Gavrilis/USA Special Forces


Listen up
Listen Up! or farmer, often sharing tea with them in the middle of the open desert. Our behavior sent the clearest message: We cared more about the people of Ar Rutbah than did the Fedayeen. … After all, we had done everything possible to limit damage


If you don t listen you don t sell anything carolyn marland md guardian group1
“If you don’t listen, you don’t sell anything.” or farmer, often sharing tea with them in the middle of the open desert. Our behavior sent the clearest message: We cared more about the people of Ar Rutbah than did the Fedayeen. … After all, we had done everything possible to limit damage —Carolyn Marland/MD/Guardian Group


Make it a grand adventure
Make It a Grand Adventure or farmer, often sharing tea with them in the middle of the open desert. Our behavior sent the clearest message: We cared more about the people of Ar Rutbah than did the Fedayeen. … After all, we had done everything possible to limit damage !


or farmer, often sharing tea with them in the middle of the open desert. Our behavior sent the clearest message: We cared more about the people of Ar Rutbah than did the Fedayeen. … After all, we had done everything possible to limit damage Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker



Quests1
Quests! respect for law.”


I don t know1
“I don’t know.” respect for law.”


Organizing Genius respect for law.” / 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 greatness1
Yes!!!!!!!!!!!!!!!!! respect for law.”“free to do his or her absolute best” … “allow its members to discover their greatness.”


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


“[Other] admirals more frightened respect for law.” of losing than anxious to win”SP: “But can you turn a ‘defensive player’ into an ‘offensive player’?”TP:“Yes! Work with him/her to re-frame their principal project to the point that the ego is engaged and it becomes a ‘life compulsion.’ ” * *“If you and I had $150K in the bank and on the line and the day before the opening the Fire Inspector …”


“Nobody can prevent respect for law.”

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


“Never doubt that a small group of committed people respect for law.” can change the world. Indeed it is the only thing that ever has.”—Margaret Mead


Trumpet an exhilarating story
Trumpet an Exhilarating Story respect for law.”!


“A key – perhaps respect for law.”the key – to leadership isthe effective communication of a story.”—Howard Gardner/Leading Minds: An Anatomy of Leadership


Leaders don t just make products and make decisions leaders make meaning john seely brown
“Leaders don’t just make products and make decisions. respect for law.”Leaders make meaning.”– John Seely Brown


Language Power! respect for law.”“… the language we speak determines how we react to the world around us …”—Diane Ackerman/ An Alchemy of Mind


Leader job 1 paint portraits of excellence
Leader Job 1 respect for law.”Paint Portraits of Excellence!


Live your story
Live Your Story respect for law.”!


MBWA respect for law.”


“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


It is necessary for the president to be the nation s no 1 actor fdr
“It is necessary for the President to be the nation’s present in person. No. 1 actor.”FDR


You must be the change you wish to see in the world gandhi
“You must present in person. bethe change you wish to see in the world.”Gandhi


Obsess on your personal bottom line
Obsess on Your Personal present in person. “Bottom Line”!


You your calendar
You = Your Calendar present in person.


Consciously mentor
Consciously present in person. Mentor!


What I Learned present in person. HWBjr: Excellence, Accountability, Initiative, K.I.S.S., Leader LoveDick: Empowerment, Entrepreneurship, Challenge, Execution (Project > Paper), Accountability, MBWA, K.I.S.S., Fanatic Customer-centrism (Customer>Command, Marines>Regiment), Leader Love, Output, “Do”>“Be”Nameless: “Tangible” vs “Palpable” (Bureaucracy, Control, Tight Leashes, Command-centric, Demoralization, Paper > Project, Product = Paper, K.I.C.S.)


What I Learned present in person. Ben: Decency, Soft Power, Fanatic Customer-centrism (“Do”>“Be”)Walter: Fanatic Mission-centrism, Soft Power, Relationship-management, Execution, Accountability, Early to Bed …Bob: Pos>Neg/Recognition, K.I.S.S., The Way of the Demo (Execution), Hero-building, Mission-centrism, “Do”>“Be”Bill: De-centralization, Recognition, Support-staff Centrism, Measurement (K.I.S.S.), Soft Power (Paint ’n Pride), Rapid Culture Change


Try it1
Try It present in person. !


Sam s secret 11
Sam’s Secret present in person. #1!


Fail faster succeed sooner david kelley ideo1
“Fail faster. Succeed sooner.” present in person. David Kelley/IDEO


Insist on speed
Insist on Speed present in person. !


Read it closely we don t sell insurance anymore we sell speed peter lewis progressive
Read It Closely present in person. :“We don’t sell insurance anymore.Wesell speed.”Peter Lewis, Progressive


If things seem under control you re just not going fast enough mario andretti
present in person. If things seem under control, you’re just not going fast enough.”—Mario Andretti


“Strategy meetings held once or twice a year” to present in person. “Strategy meetings needed several times a week”Source: New York Times on Meg Whitman/eBay


He who has the quickest o o d a loops wins observe orient decide act col john boyd1
He who has the quickest present in person. O.O.D.A. Loops* wins!*Observe. Orient. Decide. Act. / Col. John Boyd


Demand action
Demand Action present in person. !



things.”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: things.”1965-1980: R.A.F.(Ready.Aim.Fire.)1980-1995: 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. “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”Every morning, write a list of the things that need to be done that day.2. Do them.Source: Hugh MacLeod/tompeters.com/NPR


“ ‘Strategy’? In retail, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”‘execution’ is ‘the last ninety-five percent.’ ”—Former BigCo CEO/Retail“Most anybody can ‘sell.’ Damn few can ‘close.’ ”—Former BigCo CEO/Retail


“If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly. They’re eviscerated in public for lousy products. Yet they persist, through version after version, until they get something good enough. Then they leverage the power they’ve gained in other markets to enforce their standard.”Seth Godin, Zooming


Cut the crap
Cut the Crap trap of worrying about criticism. !


trap of worrying about criticism. 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 done1
“robust dialogue” trap of worrying about criticism. —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done


Make accountability holy writ
Make Accountability trap of worrying about criticism. Holy Writ!


35 years in the baking1
35 years in the baking … trap of worrying about criticism.


Ac count a bil ity1
Ac-count-a-bil-ity!! trap of worrying about criticism.


De cent ral iz a tion1
De-cent-ral-iz- trap of worrying about criticism. a-tion!!


HP’s Big “Duh”! trap of worrying about criticism. Decentralize ($90B)Undo “Matrix”AccountabilitySource: “HP Says Goodbye To Drama”/BW/09.05/re Mark Hurd’s first 5 months


Monkeys can t live in midair bob townsend
trap of worrying about criticism. Monkeys can’t live in midair!”—Bob Townsend


Make the incentives signals crystal clear
Make the trap of worrying about criticism. Incentives (Signals)Crystal Clear!


Incentives that work trap of worrying about criticism. : Clear/ unequivocal. Huge consequences. Different from now. Stable (for a few years). Stand out (1 of 1). Giant aspirations (B.H.A.G.) Basis for “deep dip” promotion/s.


Master the end run
Master the trap of worrying about criticism. End Run!


Build a school on top of a school the parallel universe strategy
Build a “School on top of a school” trap of worrying about criticism. (The Parallel Universe Strategy)


JKC trap of worrying about criticism.


Be prepared
Be Prepared! trap of worrying about criticism.


trap of worrying about criticism. We may not be interested in chaos but chaos is interested in us.”—Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century


H 5 n 1
H trap of worrying about criticism. 5N1


Kroll sars don t over react kroll h5n1 devastating source newsweek 10 24 05
Kroll/SARS: trap of worrying about criticism. “don’t over-react”Kroll/H5N1: “devastating”Source: Newsweek/10.24.05


Eat change for breakfast
Eat Change trap of worrying about criticism. For Breakfast!


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


We eat change for breakfast harry quadracci quadgraphics
“We eat change for breakfast! irrelevance even less.” —Harry Quadracci, QuadGraphics


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


Dispense enthusiasm
Dispense Enthusiasm irrelevance even less.” !


Bz i am a dispenser of enthusiasm1
BZ irrelevance even less.” : “I am a …Dispenser of Enthusiasm!”


Nothing is so contagious as enthusiasm samuel taylor coleridge1
“Nothing is so contagious as enthusiasm.” irrelevance even less.” —Samuel Taylor Coleridge


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


Most important he u pp ed the ener gy level at motorola fortune on ed zander 08 05
“Most important, do more and become more, you are a leader." heuppedthe energy levelat Motorola.”—Fortune on Ed Zander/08.05


“A man without a smiling face must not open a shop.” do more and become more, you are a leader."—Chinese Proverb**Courtesy Tom Morris, The Art of Achievement


James Woolsey, former CIA director: do more and become more, you are a leader."“If you’re enthusiastic about the things you’re 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


Insist on excellence as the norm
Insist on Excellence with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”as the Norm!


What is in search of excellence all about
What is with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”In Search of Excellence all about?


What is in search of excellence all about people emotion engagement empowerment aspiration caring
What is with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”In Search of Excellence all about:People. Emotion. Engagement. Empowerment.Aspiration. Caring.



Accept nothing less than transformation
Accept Nothing precious life?”Less Than Transformation!


Five Myths About Changing Behavior precious life?”*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 can’t change because our brains become “hardwired” early in lifeSource: Fast Company/05.2005


P articipant how long does it take to bring about significant change tp whatever you say
P precious life?”articipant:“How long does it take to bring about significant change?”TP:“Whatever you say.”


“[Other] admirals more frightened precious life?” of losing than anxious to win”SP: “But can you turn a ‘defensive player’ into an ‘offensive player’?”TP:“Yes! Work with him/her to re-frame their principal project to the point that the ego is engaged and it becomes a ‘life compulsion.’ ” * *“If you and I had $150K in the bank and on the line and the day before the opening the fire Inspector …”


Radiate passion
Radiate precious life?”Passion!


Charles Handy on the “Alchemists” precious life?”:“Passion was what drove these people, passion for their product or 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.Passionas the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly,passionis not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.”


precious life?”To change minds , leaders make particular use of two tools: the storiesthat they tell and the lives that they lead.”—Howard Gardner, Changing Minds


Excellence x1 tom watson sr 1 minute
Excellence precious life?” = X1** Tom Watson sr/1 minute


Embrace the intangibles
Embrace the Intangibles! precious life?”



Message precious life?”: 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. TP’s final words: CYNICISM SUCKS.]


Keep it basic
Keep It Basic! precious life?”


“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


Keep it simple
Keep It Simple 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.”!


Sir Richard’s Rules 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.”:Follow your passions.Keep it simple.Get the best people to help you.Re-create yourself.Play.Source: Fortune on Branson/10.03


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


Stay hungry stay foolish steve jobs
Stay Hungry. Stay Foolish. 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.”Steve Jobs


Reward excellent failures punish mediocre successes phil daniels sydney exec1
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.”Rewardexcellent failures.Punish mediocre successes.”Phil Daniels, Sydney exec


Avoid moderation
Avoid … 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.” Moderation!


The greatest danger 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.”for most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo


Seek the edge
Seek the Edge! 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.”


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


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


Free the lunatic within
Free the Lunatic Within 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.”!


The greatest danger 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.”for most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo


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


Stay hungry stay foolish steve jobs1
Stay Hungry. Stay Foolish. got to be out there on the lunatic fringe.”Steve Jobs


Tp chile i don t know if it s possible i do know it s necessary
TP/Chile got to be out there on the lunatic fringe.”:“I don’t know if it’s ‘possible.’I do know it’s ‘necessary.’”


Forward march
Forward, March got to be out there on the lunatic fringe.”!


“In classical times when Cicero had finished speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ‘Let us march.’” —Adlai Stevenson


Let us march
Let people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, usmarch!


Tp chile i don t know if it s possible i do know it s necessary1
TP/Chile people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, :“I don’t know if it’s ‘possible.’I do know it’s ‘necessary.’”


Brand inside action brand you talent leadership i leadership ii7
Brand Inside people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ActionBrand YouTalentLeadership ILeadership II


Leadership ii1
Leadership II people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said,


Tom peters re imagine leadin g for excellence
Tom Peters’ people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, Re-imagine!Leading for Excellence


The leadership 50
The people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, Leadership50


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


I the basic premise
I. The Basic Premise irrelevance even less.” .


1 leadership is a mutual discovery process
1 irrelevance even less.” . Leadership Is a …Mutual Discovery Process.


Quests2
Quests! irrelevance even less.”


Organizing Genius irrelevance even less.” / 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 greatness2
Yes!!!!!!!!!!!!!!!!! irrelevance even less.” “free to do his or her absolute best” … “allow its members to discover their greatness.”


Ii the leadership types
II. The Leadership Types. irrelevance even less.”


2 irrelevance even less.” .Great Leaders on Snorting Steeds Are Important – butGreat Talent Developers(Type I Leadership)are the Bedrock of Organizations that Perform Over the Long Haul.


Whoops jack didn t have a vision
Whoops: irrelevance even less.” Jack didn’t have a vision!


Les wexner from sweaters to people
Les Wexner irrelevance even less.” :From sweaters to people!


3 irrelevance even less.” . But Then Again, There Are Times When This “Cult of Personality” (Type II Leadership) Stuff Actually Works!


A leader is a dealer in hope napoleon1
“A leader is a irrelevance even less.” dealer in hope.”Napoleon


4 find the businesspeople type iii leadership
4 irrelevance even less.” . Find the “Businesspeople”!(Type III Leadership)


I p m inspired profit mechanic
I.P.M. irrelevance even less.” (Inspired Profit Mechanic)


5 all organizations need the golden leadership triangle
5 irrelevance even less.” . All Organizations Need the Golden Leadership Triangle.


The golden leadership triangle 1 talent fanatic 2 visionary 3 inspired profit mechanic
The Golden Leadership Triangle irrelevance even less.” : (1) Talent Fanatic … (2) Visionary … (3) Inspired Profit Mechanic.


Iii the leadership dance
III. The Leadership Dance. irrelevance even less.”


6 leaders show up
6 irrelevance even less.” . Leaders …SHOWUP!



MBWA be there.”


7 leaders love the mess
7 be there.”.Leaders …LOVE the MESS!


If things seem under control you re just not going fast enough mario andretti1
“If things seem under control, you’re just not going be there.” fast enough.”Mario Andretti


8 leaders do
8 be there.”. LeadersDO!


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


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


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. “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”Every morning, write a list of the things that need to be done that day.2. Do them.Source: Hugh MacLeod/tompeters.com/NPR



9 but leaders know when to wait
9 things.”.BUT … Leaders KnowWhen to Wait.


Tex schramm the too hard box
Tex Schramm: things.”The “too hard” box!


10 leaders focus
10 things.”. LeadersFOCUS!


To don t list
“To things.”Don’t”List


11 leaders set clear design specs
11 things.”.Leaders … SetCLEARDESIGNSPECS.


Danger s i o strategic initiative overload
Danger things.”: S.I.O. (Strategic Initiative Overload)


JackWorld/ [email protected]: (1) Neutron Jack.(Banish bureaucracy.) (2) “1, 2 or out” Jack.(Lead or leave.) (3) “Workout” Jack.(Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack. (Throughout) TALENT JACK!


Iv if it s not broken break it
IV. things.”If It’s Not Broken …Break It!


12 leaders forget leaders destroy
12 things.”.Leaders …FORGET!/Leaders …DESTROY!


Forget>“Learn” things.”“The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.”Dee Hock


13 but leaders have to deliver so they worry about throwing the baby out with the bathwater
13 things.”.BUT … Leaders Have to Deliver, So They Worry About “Throwing the Baby Out with the Bathwater.”


“Damned If You Do, Damned If You Don’t, Just Plain Damned.”Subtitle in the chapter, “Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,” Liberation Management (1992)


14 leaders honor the usurpers
14 Damned.”. Leaders … HONORTHEUSURPERS.


Saviors-in-Waiting Damned.”Disgruntled CustomersUpstart CompetitorsRogue EmployeesFringe SuppliersWayne Burkan, Wide Angle Vision


15 leaders make lotsa mistakes and make no bones about it
15 Damned.”. Leaders Make [Lotsa] Mistakes – and MAKE NO BONES ABOUT IT!


Fail faster succeed sooner david kelley ideo2
“Fail faster. Succeed sooner.” Damned.”David Kelley/IDEO


Sam s secret 12
Sam’s Secret Damned.”#1!


16 leaders make big mistakes
16 Damned.”. Leaders Make … BIG MISTAKES!


Reward excellent failures punish mediocre successes phil daniels sydney exec and de facto jack
Damned.”Reward excellent failures. Punish mediocre successes.”Phil Daniels, Sydney exec (and, de facto, Jack)


V create
V. Create. Damned.”


17 leaders put innovation first
17 Damned.”.Leaders Put INNOVATION First!


“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/09.17.04)


18 leaders love the top line
18 organizations weather the downturn, but this approach will ultimately render them obsolete..Leaders Love theTop Line!


C r o chief revenue officer
C organizations weather the downturn, but this approach will ultimately render them obsolete.RO**Chief Revenue Officer


19 leaders are not copycats
19 organizations weather the downturn, but this approach will ultimately render them obsolete.. Leaders Are Not COPYCATS.


“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/08.11.03


“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 can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s 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. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s 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 taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/02.2003


20 leaders relentlessly pursue dramatic difference
20 something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror..Leaders Relentlessly Pursue DRAMATIC DIFFERENCE!


Get better vs get di ff erent
“Get something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.better”vs“Get different”


21 leaders make their mark leaders do stuff that matters
21 something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.. Leaders … Make Their Mark/Leaders … Do Stuff That Matters


“I never, ever thought of myself as a businessman. something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.I was interested in creating things I would be proud of.”—Richard Branson


something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is:‘Whodowe intendtobe?’Not ‘What are we going to do?’ but ‘Who do we intend to be?’”—Max De Pree, Herman Miller


Vi value added
VI. Value Added something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.


22 leaders push their organizations w a y up the value added intellectual capital chain
22 something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.. Leaders Push Their OrganizationsW-a-y Up the Value-added/ Intellectual Capital Chain


Up up up up up the value added ladder1
Up, something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.Up,Up, Up,Upthe Value-added Ladder.


And the “M” Stands for … ? something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.Gerstner’s IBM:“Systems Integrator of choice.”/BW(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )IBM Global Services*(*Integrated Systems Services Corporation):$55B


Planetary Rainmaker-in-Chief! something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.“Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models.The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year—that technology companies have never been able to touch.”—Fortune


Big brown s new bag ups aims to be the traffic manager for corporate america headline bw 07 19 20041
“Big Brown’s New Bag: something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s 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)? It’s like trying to drive looking in the rearview mirror.UPS Aims to Be theTraffic Manager for Corporate America”—Headline/BW/07.19.2004


“[Closing/selling Boeings 8,000-person facility in Wichita] was an important decision in moving forward with Boeing’s long-term strategy of becoming a large-scale integrator.”—The Wichita Eagle/06.16.2005


Instant infrastructure ge becomes a general store for developing countries headline nyt 07 16 051
“Instant Infrastructure: GE Becomes a General Store for Developing Countries” —headline/ NYT/07.16.05


The value added ladder stuff n things goods raw materials
The Value-added Ladder/ Developing Countries”Stuff ‘n’ ThingsGoods Raw Materials


The value added ladder stuff transactions services goods raw materials
The Value-added Ladder/Stuff & Developing Countries”TransactionsServicesGoods Raw Materials


The Value-added Ladder/ Developing Countries”Opportunity-seekingGamechanging Solutions /Business AdvantageServicesGoods Raw Materials


23 leaders know that the value added revolution rests upon emphasizing experiences
23 Developing Countries”. Leaders Know that the Value-added Revolution” rests upon: Emphasizing Experiences!


Developing Countries”Experiencesare as distinct from services as services are from goods.”Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage


$798 Developing Countries”


Sales per square foot grocery albertson s 384 wal mart 415 whole foods 798
Sales per Square Foot/Grocery Developing Countries”Albertson’s: $384Wal*Mart: $415Whole Foods: $798


Experience: “Rebel Lifestyle!” Developing Countries”“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


2 50 3q04
2/50 Developing Countries”3Q04


The experience ladder experiences services goods raw materials
The “Experience Ladder” Developing Countries”Experiences ServicesGoods Raw Materials


One company s answer c x o chief e x perience officer
One company’s answer Developing Countries”:CXO**Chief eXperience Officer


24 leaders pursue the big two new market opportunities
24 Developing Countries”. Leaders Pursue the “Big Two”NEW MARKET OPPORTUNITIES


Women
Women Developing Countries”!


Just say no male
Just Say No Developing Countries”. Male


Women are the majority market fara warner the power of the purse
“Women are Developing Countries”the majority market”—Fara Warner/The Power of the Purse


????????? Developing Countries”Home Furnishings … 94%Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)Houses … 91%D.I.Y. (major “home projects”) … 80%Consumer Electronics … 51% (66% home computers)Cars … 68% (90%)Allconsumerpurchases … 83%Bank Account … 89%Household investment decisions … 67%Small business loans/biz starts … 70%Health Care … 80%


USA/F.Stats: Short ’n (Very) Sweet Developing Countries”>50% of stock ownership, $13T total wealth (2X in 15 years)>$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg) 50% biz travel57% BA degrees (2002); = ed & social strata, no wage gap60% Internet users; >50% primary users of electronic equipmentWimBiz: Employees > F500; 10M+: 33% all US Biz60% work; 46M (divorced, widowed, never married)Source: Fara Warner, The Power of the Purse


Thanks marti barletta
Thanks, Developing Countries”MartiBarletta!


The Perfect Answer Developing Countries”

Jill and Jack buy slacks in black…


1. Men and women are different. Developing Countries”2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.


Good Thinking, Guys! Developing Countries”“Kodak Sharpens Digital Focus On Its Best Customers:Women”—Page 1 Headline/WSJ/07.2005


Boomers gee z ers
Boomers Developing Countries”-Geezers!


Just say no 1 8 44
Just Say No. Developing Countries”18-44


2000 2010 stats 18 44 1 55 21 55 64 47
2000-2010 Stats Developing Countries”18-44: -1%55+: +21%(55-64: +47%)


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


“The New Customer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies.”—David Wolfe & Robert Snyder, Ageless Marketing


“LOVE THOSE BOOMERS: Their New Attitudes and Lifestyles Are a Marketer’s Dream”—Cover story, BW, 10.24.05


Vii technology
VII. Technology. Are a Marketer’s Dream”


25 leaders bet the farm on the new technology
25. Are a Marketer’s Dream”Leaders Bet the Farm on theNew Technology!


We all live in dell wal mart eba y goo g le world
We Are a Marketer’s Dream”all live inDell-Wal*Mart-eBay-GoogleWorld!


The fed ex economy headline new york times 10 08 05
“the Are a Marketer’s Dream”FedEx Economy”—headline/New York Times/10.08.05


Ups used to be a trucking company with technology now it s a technology company with trucks forbes
“UPS used to be a trucking company with technology. Are a Marketer’s Dream”Now it’s a technology company with trucks.”—Forbes


Power tools for power solutions strategies tp
Power Are a Marketer’s Dream” Tools for Power Solutions/ Strategies!—TP


“Beware of the tyranny of making Are a Marketer’s Dream”SmallChanges to SmallThings. Rather, make BigChanges to BigThings.”—Roger Enrico, former Chairman, PepsiCo


26 needed type iv leadership technology dreamer true believer
26 Are a Marketer’s Dream”. Needed? Type IV Leadership: Technology Dreamer-True Believer


The Golden Leadership Are a Marketer’s Dream”Quadrangle: (1) Talent Fanatic … (2) Visionary … (3) Inspired Profit Mechanic … (4) Technology Dreamer-True Believer


Viii talent
VIII. Talent. Are a Marketer’s Dream”


27 when it comes to talent leaders always go berserk
27 Are a Marketer’s Dream”.When It Comes to TALENT… Leaders Always Go Berserk!


Brand talent1
Brand Are a Marketer’s Dream”= Talent.


“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacificchanged 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


Did We Say “Talent Matters”? percent in 3 years. Steve Macadam at Georgia-Pacific“The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but10,000X.”—Nathan Myhrvold, former Chief Scientist, Microsoft


Our Mission percent in 3 years. Steve Macadam at Georgia-PacificTo 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


“HR doesn’t 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)


Dd 21 m
DD or people who stand up as moral compasses.”$21M


Leaders do people period anon
“Leaders ‘do’ people. Period.” or people who stand up as moral compasses.”—Anon.


28 leaders know women rule duh
28 or people who stand up as moral compasses.”. Leaders Know …WOMEN RULE.**Duh.


or people who stand up as moral compasses.”AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure”Title, Special Report, Business Week


Women’s Strengths Match New Economy Imperatives or people who stand up as moral compasses.”: 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.Source: Judy B. Rosener, America’s Competitive Secret: Women Managers


8 500
???????? or people who stand up as moral compasses.”8/500


29 leaders hire weird
29 or people who stand up as moral compasses.”. Leaders Hire WEIRD


Employees or people who stand up as moral compasses.”:“Are thereenoughweirdpeoplein the lab these days?”V. Chmn., pharmaceutical house, to a lab director


The Cracked Ones Let in the Light or people who stand up as moral compasses.”“Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found amongnon-conformists, dissenters and rebels.”—David Ogilvy


30 leaders strongly urge all employees follow the brand you adventure
30 or people who stand up as moral compasses.”.Leaders Strongly Urge All Employees Follow the“BRAND YOU” ADVENTURE


“If there is nothing very special about your work, or people who stand up as moral compasses.”no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.”Michael Goldhaber, Wired


“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that you’ve become irrelevant to your customers.”—John Battelle/Point/AdvertisingAge/07.05


Distinct or extinct2
Distinct disintermediation should in fact be afraid of irrelevance—… or …Extinct


You are the storyteller of your own life and you can create your own legend or not isabel allende1
“You are the storyteller of your own life, and you can create your own legend or not.”Isabel Allende


New Work SurvivalKit2005 create your own legend or not.”

1. 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. Mistress 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!)


The Rule of Positioning create your own legend or not.”“If you can’t describe your position in eight words or less, you don’t have a position.”— Jay Levinson and Seth Godin, Get What You Deserve!


Have you invested as much this year* in your career as in your car?*Absolute$$$, % of Asset ValueSource: Molly Sargent


31 leaders don t create followers they create leaders
31 your car?. Leaders Don’t Create “Followers”: THEYCREATELEADERS!


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


“The Marine Corps believes that all Marines must learn to lead.In order to survive the chaos and uncertainty of war, a Marine is taught how to be decisive, how to take care of others, and how to take responsibility for her actions.”—Leading from the Front, Angie Morgan and Courtney Lynch


32 leaders develop leadership teams that look like the market
32 lead..LeadersDevelop Leadership Teams that “Look Like the Market”


Albertsons “Gets It”* lead.

Albertsons CEO Larry Johnston (a GE alum) on women in top slots: “Women have insights into our customers that no man—no matter how bright, no matter how hard working—can match. That’s important when 85 percent of all consumer buying decisions made in our stores are made by women.”

Retail analyst Burt Flickinger calls the absence of women in top slots, pre-Johnston, the company’s “tragic flaw.” He adds, “It was a bunch of old white guys making erroneous assumptions and erroneous conclusions about women and the multicultural consumers that make up the majority of Albertsons’ customers.”

*Only large global corporation with over 50% women

(6 of 11) on its Board



33 leaders sell passion
33 lead..Leaders …“Sell”PASSION!


G h create a cause not a business2
G.H. lead.:“Create a ‘cause,’ not a ‘business.’ ”


Charles Handy on the “Alchemists” lead.:“Passion was what drove these people, passion for their product or 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.Passionas the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly,passionis not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.”


34 leaders know enthusiasm begets enthusiasm
34 lead..Leaders Know:ENTHUSIASM BEGETS ENTHUSIASM!


Nothing is so contagious as enthusiasm samuel taylor coleridge2
“Nothing is so contagious as enthusiasm.” lead.—Samuel Taylor Coleridge


Most important he upped the energy level at motorola fortune on ed zander 08 051
“Most important, lead. he upped the energy level at Motorola.”—Fortune on Ed Zander/08.05


“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


“A man without a smiling face must not open a shop.” with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”—Chinese Proverb**Courtesy Tom Morris, The Art of Achievement


35 leaders are in a hurry
35 with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”.Leaders Are …in a Hurry


We don t sell insurance anymore we sell speed peter lewis progressive
“We don’t sell insurance anymore. with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”Wesell speed.”Peter Lewis, Progressive


36 leaders focus on the soft stuff
36 with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”.Leaders Focus on theSOFT STUFF!


Hard is soft soft is hard in search of excellence
“Hard” Is “Soft” “Soft” Is “Hard” with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”—In Search of Excellence


“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.[Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game.”—Lou Gerstner, Who Says Elephants Can’t Dance


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


Message Management invites the workforce itself to change the culture.”: 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. TP’s final words: CYNICISM SUCKS.]


X the job of leading
X. The “Job” of Leading. Management invites the workforce itself to change the culture.”


37 leaders know it s all sales all the time
37 Management invites the workforce itself to change the culture.”. Leaders Know It’s ALL SALES ALL THE TIME.


Tp if you don t love sales find another life don t pretend you re a leader see tp s the project50
TP Management invites the workforce itself to change the culture.”: If you don’t LOVE SALES … find another life.(Don’t pretend you’re a “leader.”) (See TP’s The Project50.)


38 leaders love politics
38 Management invites the workforce itself to change the culture.”. LeadersLOVE“POLITICS.”


Tp if you don t love politics find another life don t pretend you re a leader
TP Management invites the workforce itself to change the culture.”: If you don’t LOVE POLITICS … find another life. (Don’t pretend you’re a “leader.”)


39 leaders give respect
39 Management invites the workforce itself to change the culture.”. Leaders Give …RESPECT!


Amen! Management invites the workforce itself to change the culture.”“What creates trust, in the end, is the leader’s manifest respect for the followers.”— Jim O’Toole, Leading Change


“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and 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


40 leaders say thank you
40 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.. Leaders Say“Thank You.”


“The two most powerful things in existence: 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.a kind word and a thoughtful gesture.”Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]


41 leaders are the brand
41 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.. Leaders …AreThe Brand


You must be the change you wish to see in the world gandhi1
“You must 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.bethe change you wish to see in the world.”—Gandhi


“You can’t lead a cavalry charge if you think you 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.look funny on a horse.”—John Peers, President, Logical Machines Corporation


42 leaders have a great story
42 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..Leaders … Have a GREATSTORY!


Leaders don t just make products and make decisions leaders make meaning john seely brown1
“Leaders don’t just make products and make decisions. 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.Leaders make meaning.”– John Seely Brown


“A key – perhaps 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.the key – to leadership isthe effective communication of a story.”—Howard Gardner/Leading Minds: An Anatomy of Leadership


43 leaders love the word excellence
43 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.. Leaders love the word …Excellence!


Leader job 1 paint portraits of excellence1
Leader Job 1 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.Paint Portraits of Excellence!


Xi introspection
XI. Introspection. 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.


44 leaders enjoy leading
44 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..Leaders … Enjoy Leading.


Warren i know you want to be president but do you want to do president
“Warren, I know you want to 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.‘be’ president. But do you want to ‘do’ president?”


45 leaders know themselves
45 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.. Leaders … KNOW THEMSELVES.


Ste p 1 buy a mirror
Ste 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.p #1:Buy a Mirror!


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


46 leaders laugh
46 change program’ is obvious—dramatic personal change!”. LeadersLAUGH!


Xii the end game
XII. The End Game. change program’ is obvious—dramatic personal change!”


47 great leaders play offense
47 change program’ is obvious—dramatic personal change!”.GreatLeaders Play Offense!


Nelson’s secret change program’ is obvious—dramatic personal change!”:“[Other] admirals more frightened of losing than anxious to win”


48 great leaders live on the edge
48 change program’ is obvious—dramatic personal change!”.GreatLeaders Live on the Edge!


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


49 leaders free the lunatic within
49 change program’ is obvious—dramatic personal change!”.Leaders Free the Lunatic Within!


The greatest danger change program’ is obvious—dramatic personal change!”for most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo


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


50 leaders and management gurus know when to leave
50 got to be out there on the lunatic fringe.”.Leaders (and Management Gurus) KnowWHENTOLEAVE!


“In classical times when Cicero had finished speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ‘Let us march.’” —Adlai Stevenson


Let us march1
Let people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, usmarch!


! people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said,


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