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LONG Tom Peters’ RE-IMAGINE ! EXCELLENCE/2016 The Art of Leadership Vancouver Convention Centre

LONG Tom Peters’ RE-IMAGINE ! EXCELLENCE/2016 The Art of Leadership Vancouver Convention Centre 16 September 2016 (This presentation/10+ years of presentation slides at tompeters.com ; also see our annotated 23-part Master Compendium at excellencenow.com ).

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LONG Tom Peters’ RE-IMAGINE ! EXCELLENCE/2016 The Art of Leadership Vancouver Convention Centre

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  1. LONG Tom Peters’ RE-IMAGINE! EXCELLENCE/2016 The Art of Leadership Vancouver Convention Centre 16 September 2016 (This presentation/10+ years of presentation slides at tompeters.com; also see our annotated 23-part Master Compendium at excellencenow.com)

  2. Conrad’s Commandment & The “All-Important ‘Last 95%.’”

  3. CONRADHILTON, at a gala celebrating his career, was called to the podium and asked,“What were the most important lessons you learned in your long and distinguished career?”His answer …

  4. “Remember to tuck the shower curtain inside the bathtub.”

  5. “Amateurs talk about strategy. Professionals talk about logistics.” —General Omar Bradley, Commander of American troops/D-Day

  6. MBWA 25* *Managing by Wandering Around

  7. “I’m always stopping by our stores— at least 25a week. I’m also in other places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up as much as I can.”—Howard SchultzSource: Fortune, “Secrets of Greatness”

  8. “Research indicates the pitch, volume and pace of your voice affect what people think you said about FIVETIMES as much as the actual words you used.” —Stanford Business/Spring 2012/on the work of Prof. Deborah Gruenfeld

  9. The/Your Only Truthteller

  10. You = Your calendar**The calendar NEVERlies.

  11. X5

  12. EXCELLENCE is not a “long-term” "aspiration.” EXCELLENCE is the ultimate short-term strategy. EXCELLENCE is … THE NEXT5MINUTES.* (*Or NOT.)

  13. EXCELLENCE is not an "aspiration." EXCELLENCE is … THE NEXT FIVE MINUTES. EXCELLENCE is your next conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is shutting up and listening—really listening. Or not. EXCELLENCE is your next customer contact. Or not. EXCELLENCE is saying “Thank you” for something “small.” Or not. EXCELLENCE is the next time you shoulder responsibility and apologize. Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is the flowers you brought to work today. Or not. EXCELLENCE is lending a hand to an “outsider” who’s fallen behind schedule. Or not. EXCELLENCE is bothering to learn the way folks in finance [or IS or HR] think. Or not. EXCELLENCE is waaay “over”-preparing for a 3-minute presentation. Or not. EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE. Or not.

  14. Me!

  15. “How can a high-level leader like _____ be so out of touch with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. The problem is an acute lack of feedback [especially on people issues].”—Daniel Goleman (et al.), The New Leaders

  16. R.O.I.R. >> R.O.I.

  17. RETURN ON INVESTMENT IN RELATIONSHIPS

  18. “The capacity to develop close and enduring relationships is the mark of a leader. Unfortunately, many leaders of major companies believe their job is to create the strategy, organization structure and organizational processes—then theyjust delegate the work to be done, remaining aloof from the people doing the work.”—Bill George, Authentic Leadership

  19. THE ABSENCE OFXFX/CROSS-FUNCTIONAL EXCELLENCE IS THE PRINCIPAL SOURCE OF MOST ORGANIZATIONAL EFFECTIVENESS PROBLEMS

  20. NEVER WASTE A LUNCH!* ** *“The Sacred 225 ABs.” ** “Social Accelerators >>> Oracle/SAP

  21. “SUCK DOWN FOR SUCCESS!”

  22. Lesson50:WTTMSW

  23. WHOEVER TRIES THE MOST STUFF WINS

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

  25. “You can’t be a serious innovator unless and until you are ready, willing and able to seriously play.‘Serious play’is not an oxymoron; it is the essence of innovation.”—Michael Schrage,Serious Play

  26. “FAIL. FORWARD. FAST.”—High Tech CEO, Pennsylvania“FAIL FASTER. SUCCEED SOONER.”—David Kelley/IDEO“REWARD EXCELLENT FAILURES. PUNISH MEDIOCRE SUCCESSES.”—Phil Daniels, Sydney exec

  27. WTTMSASTMSUTFW

  28. WHOEVER TRIES THE MOST STUFF AND SCREWS THE MOST STUFF UP THE FASTEST WINS

  29. #2/4,096:“YOU MISS 100% OF THE SHOTS YOU NEVER TAKE.”—WayneGretzky

  30. WTTMSW+L(V)BTsLittle (Very) Big Things

  31. Big carts = 1.5X Source: Walmart

  32. Las Vegas Casino/2X:“When Friedmanslightly curvedthe right angle of an entrance corridor to one property, he was ‘amazed at the magnitude of change in pedestrian behavior’—the percentage who entered increased fromone-thirdto nearlytwo-thirds.” —Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas

  33. (1) AMENABLE TO RAPID EXPERIMENTATION/FAILURE “FREE” (NO BAD “PR,” NO $$) (2) QUICK TO IMPLEMENT/QUICK TO ROLL OUT (3) INEXPENSIVE TO IMPLEMENT/ ROLL OUT (4) HUGE [POTENTIAL] MULTIPLIER (5) AN “ATTITUDE” [WTTMSW/ “SERIOUS PLAY”] (6) DOES NOT BY AND LARGE REQUIRE A “POWER POSITION” FROM WHICH TO LAUNCH EXPERIMENTS.

  34. We Are What We Eat.We Are Who We Hang Out With.

  35. Diversity: “IT IS HARDLY POSSIBLE TO OVERRATE THE VALUE OF PLACING HUMAN BEINGS IN CONTACT WITH PERSONS DIS-SIMILAR TO THEMSELVES, AND WITH MODES OF THOUGHT AND ACTION UNLIKE THOSE WITH WHICH THEY ARE FAMILIAR. SUCH COMMUNICATION HAS ALWAYS BEEN, AND IS PECULIARLY IN THE PRESENT AGE, ONE OF THE PRIMARY SOURCES OF PROGRESS.”—John Stuart Mill

  36. “You will become like the five people you associate with the most—this can be either a blessing or a curse.”—Billy Cox

  37. The “We are what we eat”/ “We are who we hang out with” Axiom:At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc., etc.) is a strategicdecision about:“Innovate, ‘Yes’ or‘No’ ”

  38. Wait/ Quiet

  39. “The essence of intelligence would seem to be in knowing when to think and act quickly, and knowing when to think and act slowly.” —Robert Sternberg, quoted in Frank Partnoy, Wait: The Art and Science of Delay

  40. “We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the I deal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to doubt. … We think that we value individuality, but all too often we admire one type of individual … Introversion is now a second-class personality trait. …The Extrovert Ideal has been documented in many studies. Talkative people, for example, are rated as smarter, better looking, more interesting, and more desirable as friends. Velocity of speech counts as well as volume: We rank fast talkers as more competent and likeable than slow ones. But we make a grave mistake to embrace the Extrovert Ideal so unthinkingly.… As the science journalist Winifred Gallagher writes, ‘The glory of the disposition that stops to consider stimuli rather than rushing to engage with them is its long association with intellectual and artistic achievement. Neither E = MC squared or Paradise Lost was dashed off by a party animal.’ Even in less obviously introverted occupations, like finance, politics, and activism, some of the greatest leaps forward were made by introverts … figures like Eleanor Roosevelt, Warren Buffett and Gandhi achieved what they did not in spite of but because of their introversion.” —Susan Cain, QUIET: The Power of Introverts in a World That Can’t Stop Talking

  41. “The results were unambiguous. The men in 23 of the 24 groups produced more ideas when they worked on their own than when they worked as a group. They also produced ideas of equal or higher quality when working individually. And the advertising executives were no better at group work than than the presumably introverted research scientists.” —Susan Cain, Quiet: The Power of Introverts in a World That Can’t Stop Talking

  42. “If I had to pick the #1 failing of CEOs, it’s that …

  43. “If I had to pick one failing of CEOs, it’s that …they don’t read enough.”

  44. Acknowledgement!

  45. Acknowledgement!

  46. “The deepest urge in human nature is the desire to be important.”—John Dewey“The deepest principle in human nature is the craving to be appreciated.”—William James

  47. “Employees who don't feel significant rarely make significant contributions.” —Mark Sanborn

  48. “The 4most important words in any organization are …

  49. THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION ARE …“WHAT DO YOU THINK?” Source: courtesy Dave Wheeler, posted at tompeters.com

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