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NOTE : To appreciate this presentation [and insure that it is not a mess ], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”. Part 1.3 Tom Peters’ EXCELLENCE. ALWAYS. NEW MASTER/21 August 2008. Slides at … tompeters.com.

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Part 1 3 tom peters excellence always new master 21 august 2008

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


Part 1 3 tom peters excellence always new master 21 august 2008
Part 1.3Tom Peters’ EXCELLENCE. ALWAYS.NEW MASTER/21 August 2008


Slides at tompeters com
Slides at …tompeters.com


Part 1 3 tom peters excellence always new master 21 august 2008

Ten PartsP1.1, P1.2, P1.3, P1.4/GenericP2/LeadershipP3/TalentP4/“Value-added Ladder”P5/“New” Markets P6/“The Equations”P7.1/ImplementationP7.2/ActionP8/13 “Guru Gaffes”P9/Health“care”P10/“The Lists”




X xfx excellence cross functional excellence
X =XFX**Excellence = Cross-functional Excellence


Part 1 3 tom peters excellence always new master 21 august 2008

**Stanford/Hagadorn/Interdisciplinary raison d’etre**Conoco/geologists-geophysicists**Old HP/R&D-Sales**Schlumberger IPM-IBM Global Services- UPS Logistics, HP-EDS (“bet the company” on integrating others’ product offerings)**GSK/7 CEDDs**Chiat/Day**Batalden/DHMC/“clinical microsystems”**9-11 Commission**JCS assignment pre-Flag**Etc**Etc


Part 1 3 tom peters excellence always new master 21 august 2008

The “XF-50”: 50 Ways to Enhance Cross-Functional Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”


Part 1 3 tom peters excellence always new master 21 august 2008

Never waste a lunch!* Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”


Part 1 3 tom peters excellence always new master 21 august 2008

???? Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”

% XF lunches*

*Measure!


Part 1 3 tom peters excellence always new master 21 august 2008

??????? Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”“Success doesn’t depend on the number of people you know; it depends on the number of people you know in highplaces!”or“Success doesn’t depend on the number of people you know; it depends on the number of people you know in low places!”


Loser he s such a suck up winner he s such a suck down
Loser: Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”“He’s such a suck-up!”Winner:“He’s such a suck-down.”


C i c e
C(I)>C(E) Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”


Part 1 3 tom peters excellence always new master 21 august 2008

1. Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”It’s our organization to make work—or not. It’s not “them,” the outside world that’s the problem. The enemy is us. Period.

2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time, now and forevermore.

3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing Offense. Period. No appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—that is, make one and all aware why the axe fell.)

4. Everything on the Web. This helps. A lot. (“Everything” = Big word.)

5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de facto imperative in a Burn-the-Silos strategy.

6.Project managers rule!! Project managers running XF (cross-functional) projects are the Elite of the organization, and seen as such and treated as such. (The likes of construction companies have practiced this more or less forever.)

7. “Value-added Proposition” = Application of integrated resources. (From the entire supply-chain.) To deliver on our emergent business raison d’etre, and compete with the likes of our Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, UPS and many, many others are selling far more than a product or service that works—the new “it” is pure and simple a product of XF co-operation; “the product is the co-operation” is not much of a stretch.


Gsk 7 cedds centers of excellence for drug discovery
GSK: Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’” 7 “CEDDs” … Centers of Excellence for Drug Discovery


Part 1 3 tom peters excellence always new master 21 august 2008

Promote “FRSs” ( Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”Friction Reduction Specialists—nobody can figure out what they “do’” but when they’re around things mysteriously get done (Women? Not clear)FRSs kin to HROs, IROs (Hurdle Removal Officers, Impedance Reduction Officers)


Part 1 3 tom peters excellence always new master 21 august 2008

#16.1 Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”


Part 1 3 tom peters excellence always new master 21 august 2008

“Clinical microsystem,” linked microsystems, Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”patient-centric “care teams”—Paul Batalden/DHMCSource: “What System?” Dartmouth Medicine, Summer 2006


Part 1 3 tom peters excellence always new master 21 august 2008

“Clinical microsystem,” linked microsystems, Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”patient-centric “care teams” —Paul Batalden/DHMCSource: “What System?” Dartmouth Medicine, Summer 2006; also: Quality By Design: A Clinical Microsystems Approach by Eugene C. Nelson, Paul B. Batalden, and Marjorie M. Godfrey


Part 1 3 tom peters excellence always new master 21 august 2008

“Clinical microsystem,” linked microsystems, Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”patient-centric “care teams” —Paul Batalden/DHMCSource: “What System?” Dartmouth Medicine, Summer 2006Quality By Design: A Clinical Microsystems Approach by Eugene C. Nelson, Paul B. Batalden, and Marjorie M. Godfrey


Part 1 3 tom peters excellence always new master 21 august 2008

#17 Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”


K i s s keep it simple stupid
K.i.s.s. Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”*Keep It Simple, Stupid


Nudge sway k i s s keep it simple stupid
Nudge. Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”Sway.K.I.S.S.*Keep It Simple, Stupid


Case the simple checklist
Case: The “simple” Checklist! Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”


Part 1 3 tom peters excellence always new master 21 august 2008

90K in U.S.A. Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”ICUs on any given day; 178 steps/day in ICU.50% stays result in “serious complication”Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)


Part 1 3 tom peters excellence always new master 21 august 2008

** Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”Peter Pronovost, Johns Hopkins, 2001**Checklist, line infections**1/3rd at least one error when he started**Nurses/permission to stop procedure if doc, other not following checklist**In 1 year, 10-day line-infection rate:11% to … 0%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)


Part 1 3 tom peters excellence always new master 21 august 2008

**Docs, nurses make own checklists on whatever Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’” process-procedure they choose**Within weeks, average stay in ICU down 50%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)


Part 1 3 tom peters excellence always new master 21 august 2008

**Replicate in Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”Inner City Detroit (resource strapped—$$$, staff cut 1/3rd, poorest patients in USA)**Nurses QB the process**Project manager for overall process implementation**Exec involvement (help with “little things”—it’s all “little things”)**Blue Cross/insurers, small bonuses for participating**6 months, 66% decrease in infection rate; USA: bottom 25% in hospital rankings to …top 10%Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)


Part 1 3 tom peters excellence always new master 21 august 2008

“[Pronovost] is focused on work that is Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”not normally considered a significant contribution in academic medicine. As a result, few others are venturing to extend his achievements.Yet his work has already saved more lives than that of any laboratory scientist in the last decade.”—Atul Gawande, “The Checklist” (New Yorker, 1210.07)


Part 1 3 tom peters excellence always new master 21 august 2008

Compression hose would mostly fix the hospital problem: Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”“According to the American Heart Association, up to two million Americans are affected annually by deep vein thrombosis. Of those who develop pulmonary embolism, up to 300,000 will die each year. ... Deep vein thrombosis also is among the leading causes of preventable hospital death. Even more disturbing is the fact that, according to a U.S. multi-center study published by two of ClotCare's editorial board members,58% of patients who developed a DVT while in the hospital received no preventive treatment despite the presence of multiple risk factors and overwhelming data that prophylaxis is very effective at reducing these events.”—Marie B. Walker, clotcare.com, March 2008


Part 1 3 tom peters excellence always new master 21 august 2008

S Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”print/Overland Park KS: Slow elevators, distant parking lots with infrequent buses, “food court” as “poorly” placed as possible, etc.Source: New York Times


Part 1 3 tom peters excellence always new master 21 august 2008

“Everything matters” Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”

-80%

Source:Nudge, Richard Thaler and Cass Sunstein, etching of fly in the urinal

reduces “spillage” by 80%, Schiphol Airport


Part 1 3 tom peters excellence always new master 21 august 2008

Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”Beware of the tyranny of making SmallChanges to SmallThings. Rather, make Big Changes to BigThings.”—Roger Enrico, former Chairman, PepsiCo


Part 1 3 tom peters excellence always new master 21 august 2008

“Beware of the tyranny of making Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”SmallChanges to SmallThings.Rather, make BigChanges to Big Things … using Small, Almost Invisible Straightforward Levers with Big Systemic Impact.”—TP


Part 1 3 tom peters excellence always new master 21 august 2008

#17.1 Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”


Lisbon new biz weeks to minutes
Lisbon/New Biz: Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”Weeksto …Minutes (!!!!)


450 8
450/8 Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”


First steps beauty contest
First Steps: Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”“Beauty Contest”!

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

  • 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!

  • Repeat, with a new selection,

    every 15 working days.


Part 1 3 tom peters excellence always new master 21 august 2008

Beauty Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”

Grace

Clarity

Simplicity


Part 1 3 tom peters excellence always new master 21 august 2008

Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”One bank is currently claiming to … ‘leverage its global footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets.’”

—Charles Handy


Part 1 3 tom peters excellence always new master 21 august 2008

Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”I assume that it is just saying that it isthere to‘help its customers wherever they are’.”

—Charles Handy


Part 1 3 tom peters excellence always new master 21 august 2008

“Seek honest, minimalist management. Look for companies run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. If management can’t explain the business in plain English, move on to another firm. If you see phrases like ‘creating knowledge-based value in emerging markets’ … someone is trying to pull the wool over your eyes, you lazy Fool. Run.” —Seth Jayson, “Stocks for the Lazy Investor,” The Motley Fool


Part 1 3 tom peters excellence always new master 21 august 2008

#18 run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two.


Tp how to flush 500 000 down the toilet in one easy lesson
TP: run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. “How to flush $500,000 down the toilet in one easy lesson!!”


Capex people
< CAPEX run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. > People!


Part 1 3 tom peters excellence always new master 21 august 2008

#18.1 run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two.


Brand talent
Brand = Talent. run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two.


Part 1 3 tom peters excellence always new master 21 august 2008

IBP run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. = Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employabilitySource: Ed Michaels, The War for Talent; TP


Part 1 3 tom peters excellence always new master 21 august 2008

Our Mission run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. 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


Part 1 3 tom peters excellence always new master 21 august 2008

#18.2 run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two.


B i b o
B(I) > B(O) run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two.


Part 1 3 tom peters excellence always new master 21 august 2008

#18.3 run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two.


Part 1 3 tom peters excellence always new master 21 august 2008

Organizations exist to serve. Period. run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two.

Leaders live to serve. Period.

Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domaincreate/must necessarily create organizations which are …no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed … In passionate pursuit of jointly perceived soaring purposeand personal and community and client service Excellence.


Part 1 3 tom peters excellence always new master 21 august 2008

… no less than run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. Cathedralsin which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flairof diverse individualsis unleashed in passionate pursuit of … Excellence.


Part 1 3 tom peters excellence always new master 21 august 2008

#18.4 run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two.


Hire ver y good people
Hire run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. very good people!


Part 1 3 tom peters excellence always new master 21 august 2008

“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacific …changed 20 of his40box 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


Part 1 3 tom peters excellence always new master 21 august 2008

#18.5 percent in 3 years. Steve Macadam at Georgia-Pacific …



Part 1 3 tom peters excellence always new master 21 august 2008

#18.6 MISSION.


Part 1 3 tom peters excellence always new master 21 august 2008

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


Part 1 3 tom peters excellence always new master 21 august 2008

Organizing Genius actors and actresses can / 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.”


Part 1 3 tom peters excellence always new master 21 august 2008
Leaders’ “Mt Everest Test” actors and actresses can“free to do his or her absolute best” … “allow its members to discover their greatness.”


Part 1 3 tom peters excellence always new master 21 august 2008

#18.7 actors and actresses can


Part 1 3 tom peters excellence always new master 21 august 2008

“[The CIA Director] never gave orders. He ‘floated ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this. After all, to be told you were capable of doing the impossible was the rarest kind of flattery.”

Source: Christopher’s Ghosts, Charles McCarry


Part 1 3 tom peters excellence always new master 21 august 2008

Dick-Ben-Blake ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this.

**Took me seriously

**Made me full member of an older team

**Believed I could do excellent work without

much supervision—and conveyed that

belief

**Calmed me down upon occasion

**Shared gossip with me that I shouldn’t

have heard

**Took me to meetings I would not normally

attend—let me present

**Taught me “the ropes”

** “We’re here to serve the battalions and

the sailors”—focus on the Big Task

**Get The Damn Job Done!

**Good work >> Good paperwork

**MBWA


Part 1 3 tom peters excellence always new master 21 august 2008

“I wasn’t bowled over by ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this. [David Boies] intelligence … What impressed me was that when he asked a question, he waited for an answer. He not only listened, he made me feel like I was the only person in the room.”—Lawyer Kevin _____, on his first, inadvertent meeting with David Boies, from Marshall Goldsmith, “The One Skill That Separates,” Fast Company


Part 1 3 tom peters excellence always new master 21 august 2008

#18.8 ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this.


Part 1 3 tom peters excellence always new master 21 august 2008

The Dream Manager ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this.

—Matthew Kelly


Of people with
??? ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this. % of people with …


Dreams
… Dreams ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this.


Part 1 3 tom peters excellence always new master 21 august 2008

The Dream Manager ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this. —Matthew Kelly“An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The question is: What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an employee’s primary purpose is to become the-best-version-of-himself or –herself. … When a company forgets that it exists to serve customers, it quickly goes out of business.Our employees are our first customers, and our most important customers.”


Part 1 3 tom peters excellence always new master 21 august 2008

Exec: ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this. “… but Tom, how do we find out what it is that people really want?”

Tom (after a long pause and a lot of thought

—and I’m not kidding):


Part 1 3 tom peters excellence always new master 21 august 2008

Exec: ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this. “… but Tom, how do we find out what it is that people really want?”

Tom (after a long pause and a lot of thought—and I’m not kidding):“Ask ‘em.”


Part 1 3 tom peters excellence always new master 21 august 2008

“The four most important words in any organization ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this.

are …‘What do you think?’ ”

Source: courtesy Dave Wheeler,

posted at tompeters.com, source of

original unknown (0609.08)


Part 1 3 tom peters excellence always new master 21 august 2008

#18.9 ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this.


Emphasize the soft skills
EMPHASIZE THE “SOFT SKILLS.” ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this.


Part 1 3 tom peters excellence always new master 21 august 2008
ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this.


A man without a smiling face must not open a shop chinese proverb
ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this. A man without a smiling face must not open a shop.”—Chinese Proverb


Half full cups ronald reagan radiated an almost transcendent happiness lou cannon
Half-full Cups: ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this. “[Ronald Reagan] radiated an almost transcendent happiness.” —Lou Cannon


Part 1 3 tom peters excellence always new master 21 august 2008

“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 … OPTIMISTICEXPLANATORY 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.”


Part 1 3 tom peters excellence always new master 21 august 2008

#18.10 Failure”/From Martin Seligman’s Learned Optimism:


53 53
53 = 53 Failure”/From Martin Seligman’s Learned Optimism:


Part 1 3 tom peters excellence always new master 21 august 2008

#18.10.1 Failure”/From Martin Seligman’s Learned Optimism:


Part 1 3 tom peters excellence always new master 21 august 2008

But … Failure”/From Martin Seligman’s Learned Optimism:

**“School” on evaluating and

developing people

**Major (demonstrated) (formal)

time commitment to evaluation

(GK: 100 days/yr for 25 people—2 per year,

one collecting data, one offsite)

**Evaluation of your skills as evaluator (and developer)

**Checklists are fine

**Prose evaluations by both

parties good (schools: tests vs

“demonstrations”)


Part 1 3 tom peters excellence always new master 21 august 2008

#18.11 Failure”/From Martin Seligman’s Learned Optimism:


Part 1 3 tom peters excellence always new master 21 august 2008

Hostmanship: The Art of Making People Feel Welcome Failure”/From Martin Seligman’s Learned Optimism:

—Jan Gunnarsson and Olle Blohm


Part 1 3 tom peters excellence always new master 21 august 2008

“The path to a hostmanship culture paradoxically does not go through the guest. In fact it wouldn’t be totally wrong to say that the guest has nothing to do with it. True hostmanship leaders focus on their employees. What drives them is finding the right people and getting them to love their work and see it as a passion. … The guest comes into the picture only when you are ready to ask, ‘Would you prefer to stay at a hotel where the staff love their work or where management has made customers its highest priority?’”

“We went through the hotel and made a ‘consideration renovation.’ Instead of redoing bathrooms, dining rooms and guest rooms, we gave employees new uniforms, bought flowers and fruit and changed colors. Our focus was totally on the staff. They were the ones we wanted to make happy. We wanted them to wake up every morning excited about a new day at work.”

Source: Jan Gunnarsson and Olle Blohm,

Hostmanship: The Art of Making People Feel Welcome


Part 1 3 tom peters excellence always new master 21 august 2008

The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt

—Hal Rosenbluth and Diane McFerrin Peters (no relation—be delighted if she was)


Part 1 3 tom peters excellence always new master 21 august 2008

“You have to treat your employees like customers.” ’Em Kick Butt—Herb Kelleher, upon being asked his “secret to success”Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,”

on the occasion of Herb Kelleher’s retirement after 37 years

at Southwest Airlines (SWA’s pilots union took out a full-page

ad in USA Today thanking HK for all he had done; across the

way in Dallas American Airlines’ pilots were picketing the

Annual Meeting)


Part 1 3 tom peters excellence always new master 21 august 2008

#18.12 ’Em Kick Butt


2 year legacy
2/year = legacy. ’Em Kick Butt


Part 1 3 tom peters excellence always new master 21 august 2008

#18.13 ’Em Kick Butt


1 cause of dis satisfaction
#1 ’Em Kick Butt cause ofDis-satisfaction?


Part 1 3 tom peters excellence always new master 21 august 2008

Employee retention & satisfaction: ’Em Kick ButtOverwhelmingly, based on their immediatemanager!Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently


Part 1 3 tom peters excellence always new master 21 august 2008

The “Big Three” ’Em Kick Butt

Marriage

Parenthood

1st Line Supervisor*

*Accomplishment through others


Part 1 3 tom peters excellence always new master 21 august 2008

#18.14 ’Em Kick Butt


Leaders do people period anon
“Leaders ’Em Kick Butt‘do’ people. Period.”—Anon.


Part 1 3 tom peters excellence always new master 21 august 2008

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


Part 1 3 tom peters excellence always new master 21 august 2008
PARC’s Bob Taylor: ’Em Kick Butt“Connoisseur of Talent”(from Warren Bennis & Patricia Ward Biederman, Organizing Genius)


Part 1 3 tom peters excellence always new master 21 august 2008

#18.15 ’Em Kick Butt


Leaders serve people period inspired by robert greenleaf
“Leaders ’Em Kick Butt‘SERVE’ people. Period.”—inspired by Robert Greenleaf


Part 1 3 tom peters excellence always new master 21 august 2008

’Em Kick ButtI have always believed that the purpose of the corporation is to be a blessing to the employees.” *—Boyd Clarke

*TP: An “organization” is, in fact and after all

is said and done, a/the “house” in which most of us “live” most of the time.


Part 1 3 tom peters excellence always new master 21 august 2008

Organizations ’Em Kick Buttexist to serve. Period.

Leaders live to

serve. Period.


Part 1 3 tom peters excellence always new master 21 august 2008

’Em Kick ButtPeople 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)


Part 1 3 tom peters excellence always new master 21 august 2008

“No matter what the situation, ’Em Kick Butt[the great manager’s]first response is always to think about the individual concerned and how things can be arranged to help that individual experience success.”—Marcus Buckingham, The One Thing You Need to Know


We are a life success company dave liniger founder re max
“We are a ‘Life Success’ Company.” ’Em Kick ButtDave Liniger, founder, RE/MAX


Part 1 3 tom peters excellence always new master 21 august 2008

#18.16 ’Em Kick Butt


Every child is born an artist the trick is to remain an artist picasso
“Every child is born an artist. ’Em Kick ButtThe trick is to remain an artist.”—Picasso


Part 1 3 tom peters excellence always new master 21 august 2008

Muhammad Yunus: ’Em Kick Butt“All human beings are entrepreneurs. When we were in the caves we were all self-employed . . . finding our food, feeding ourselves. That’s where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.”

Source: Muhammad Yunus/2006 Nobel Peace prize winner, father of micro-lending /The News Hour—PBS/1122.2006


Part 1 3 tom peters excellence always new master 21 august 2008

Investment in Higher Ed: ’Em Kick Butt

U.S.: 2.6% GDP* ** ***

Europe: 1.2%

Japan: 1.1%

*8 of top 10 universities; 68% of top 50;

10 of top 10 in information sciences

**Etc: 76% of world biotech revenues

***Minister of education, Singapore: “We both have meritocracies. Yours is a talent meritocracy, ours is an exam meritocracy.”

Source: “The Future of American Power,” Fareed Zakaria, Foreign Affairs, vol 87, no. 3


Part 1 3 tom peters excellence always new master 21 august 2008

#18.17 ’Em Kick Butt


Part 1 3 tom peters excellence always new master 21 august 2008

Globalization1.0: ’Em Kick ButtCountries globalizing (1492-1800)Globalization2.0: Companies globalizing (1800-2000)Globalization3.0 (2000+): Individualscollaborating & competing globallySource: Tom Friedman/The World Is Flat


Excellence individual brand you
EXCELLENCE. INDIVIDUAL. ’Em Kick ButtBRAND YOU.


Part 1 3 tom peters excellence always new master 21 august 2008

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


Part 1 3 tom peters excellence always new master 21 august 2008

1. Can someone overseas do that it will be it cheaper?2. Can a computer do it faster?3. Is what you’re selling in demand in an age of abundance?Source: Dan Pink


Part 1 3 tom peters excellence always new master 21 august 2008

that it will be 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


Distinct or extinct
Distinct that it will be … or …Extinct


Brand you no option
BRAND YOU. that it will be NO OPTION.


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


Part 1 3 tom peters excellence always new master 21 august 2008

“The general, speaking create your own legend or not.” with what felt was authority, always insisted that, if you bring off adequate preservation of your personal myth, nothing much else in life matters.”—Anthony Powell



Part 1 3 tom peters excellence always new master 21 august 2008

The Rule of Positioning fashion themselves.”“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!


Nobody gives you power you just take it roseanne
“Nobody gives you power. fashion themselves.”You just take it.”—Roseanne


Part 1 3 tom peters excellence always new master 21 august 2008

Muhammad Yunus: fashion themselves.”“All human beings are entrepreneurs. When we were in the caves we were all self-employed . . . finding our food, feeding ourselves. That’s where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.”

Source: Muhammad Yunus/The News Hour—PBS/1122.2006


The electrician knows
The electrician knows! fashion themselves.”


Part 1 3 tom peters excellence always new master 21 august 2008

Core Mechanism fashion themselves.”:“Game-changing Solutions”PSF(Professional Service Firm “model”/The Organizing Principle)+Brand You(“Distinct” or “Extinct”/The Talent) +Wow! Projects (“Different” vs “Better”/The Work)


Part 1 3 tom peters excellence always new master 21 august 2008

New Work SurvivalKit.2008 fashion themselves.”

1. MASTERY!(Best/Absurdly Good at Something!)2. “Manage” to Legacy(All Work = “Memorable”/“Braggable” WOW Projects!)

3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession(From vertical/hierarchy/“suck up” loyalty to

horizontal/“colleague”/“mate” loyalty)5. ENTREPRENEURIAL INSTINCT(A sleepless … Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSON/CLOSER(CEO, Me Inc. 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!)


Part 1 3 tom peters excellence always new master 21 august 2008

Thriving in 24/7 fashion themselves.” (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.”


Part 1 3 tom peters excellence always new master 21 august 2008

ACTING fashion themselves.”:Think of a person as a “troupe of actors.” (“Many truths about oneself” which must all be understood if one is to know oneself.) Source: A..C. Grayling, The Meaning of Things: Applying Philosophy to Life


Personal brand equity evaluation
Personal fashion themselves.”“Brand Equity” Evaluation

  • My current Project is challenging me …

  • New things I’ve learned in the last 90 days include …

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

  • 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 …


R d a rate 15 25 therefore formal investment strategy r i p renewal investment plan
R.D.A. fashion themselves.”Rate: 15%?, 25%?Therefore: Formal “Investment Strategy”/R.I.P.**Renewal Investment Plan


Part 1 3 tom peters excellence always new master 21 august 2008

R.D.A. fashion themselves.”*Rate: 15%? 25%?Therefore: Formal “Investment Strategy”/ R.I.P.***Rapidly Depreciating Asset (You!)**Renewal Investment Plan


Part 1 3 tom peters excellence always new master 21 august 2008
“The only thing you have power over is to get good at what you do. That’s all there is; there ain’t no more!”—Sally Field


Part 1 3 tom peters excellence always new master 21 august 2008
Richard Sennett: “Craftsmanship,” “a sustaining life narrative”Source: Stefan Stern on Management, FT, 0710.07


Part 1 3 tom peters excellence always new master 21 august 2008

“Worthy” Ambition vs. “Mere” narrative”Ambition per MILTON“The difference is well illustrated by the contrast between the person who says he ‘wishes to be a writer’ and the person who says he ‘wishes to write.’ The former desires to be pointed out at cocktail parties, the latter is prepared for the long, solitary hours at as desk; the former desires a status, the latter a process; the former desires to be, the latter to do.”—A..C. Grayling, The Meaning of Things: Applying Philosophy to Life [C.f. JOHN BOYD on “be-do.”]


Part 1 3 tom peters excellence always new master 21 august 2008

“Happiness” & “Leisure” per ARISTOTLE narrative”HAPPINESS:Eudaimonia … well-doing, living flourishingly. Megalopsychos … “great-souled,” “magnanimous.” More: respect and concern for others; duty to improve oneself; using one’s gifts to the fullest extent possible; fully aware; making one’s own choices.LEISURE: pursue excellence; reflect; deepen understanding; opportunity to work for higher ends. [“Rest” vs. “leisure.”]Source: A.C. Grayling, The Meaning of Things: Applying Philosophy to Life


Part 1 3 tom peters excellence always new master 21 august 2008

“My ancestors were printers in Amsterdam from 1510 or so until 1750, and during that entire time they didn’t have to learn anything new.” —Peter Drucker, Business 2.0


Part 1 3 tom peters excellence always new master 21 august 2008

“Knowledge becomes obsolete incredibly fast. until 1750, The continuing professional education of adults is the No. 1 industry in the next 30 years … mostly on line.”—Peter Drucker, Business 2.0


Part 1 3 tom peters excellence always new master 21 august 2008

1 Person! until 1750, Wendy Kopp, Princeton senior (1989)Teach America (19,000-2,400)10% Dartmouth, Yale17,000 to datePrincipal hirer of college graduates“One of the few jobs that people pass up Goldman Sachs for is Teach America” (Edie Hunt, HR)Source: Fortune, 1127.06


It s always showtime david d alessandro career warfare
until 1750, It’s always showtime.”—David D’Alessandro, Career Warfare


To be somebody or to do something boyd the fighter pilot who changed the art of war robert coram
“To until 1750, Be somebody or to Do something”BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)


When was the last time you asked what do i want to be sara ann friedman work matters
until 1750, When was the last time you asked, ‘What do I want to be?’ ”—Sara Ann Friedman, Work Matters


Part 1 3 tom peters excellence always new master 21 august 2008

“All of our artistic and religious traditions take equally great pains to inform us that we must never mistake a good career for good work. Life is a creative, intimate, unpredictable conversation if it is nothing else—and our life and our work are both the result of the way we hold that passionate conversation.”—David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity


A position is not an accomplishment tp
A “ great pains to inform us that position” is not an “accomplishment.”—TP


Part 1 3 tom peters excellence always new master 21 august 2008

BLAME NOBODY. great pains to inform us that

EXPECT NOTHING.

DO SOMETHING.

Source: Locker room sign posted by

football coach Bill Parcells


Part 1 3 tom peters excellence always new master 21 august 2008

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


Part 1 3 tom peters excellence always new master 21 august 2008

“How Would You Play purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.”Today If You Knew You Could Not Play Tomorrow”Source: Slogan for Loyola’s lacrosse season, from coach Diane Geppi-Aikens (Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman)


Make each day a masterpiece jw
“Make each day a Masterpiece!” purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.”—JW



Do one thing every day that scares you eleanor roosevelt
precious life?”Do one thing every day that scares you.”—Eleanor Roosevelt


Joe j jones 1942 2006 he woulda done some really cool stuff but his boss wouldn t let him
Joe J. Jones precious life?”1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!


Part 1 3 tom peters excellence always new master 21 august 2008

#19 precious life?”


Part 1 3 tom peters excellence always new master 21 august 2008

Single greatest act precious life?”

of pure imagination


Part 1 3 tom peters excellence always new master 21 august 2008

24% precious life?”


Part 1 3 tom peters excellence always new master 21 august 2008

dubai precious life?”


No wiggle room incrementalism is innovation s worst enemy nicholas negroponte
No Wiggle Room! precious life?”“Incrementalism is innovation’s worst enemy.” —Nicholas Negroponte


Part 1 3 tom peters excellence always new master 21 august 2008

3M precious life?”’s Innovation Crisis: How Six Sigma Almost Smothered Its Idea CultureSource: Title/Cover Story, BW, 0611.07 (“What’s remarkable is how fast a culture can be torn apart,” 3M lead scientist; “In an innovation economy, [6 Sigma] is no longer a cure all”/BW)


Part 1 3 tom peters excellence always new master 21 august 2008

#19.1 precious life?”


Part 1 3 tom peters excellence always new master 21 august 2008

** precious life?”“Where’s the Dubai”in you strategy, or project portfolio?**Strategy doc should be exciting —excite a spouse or teenager, or a meeting of frontline folks


Part 1 3 tom peters excellence always new master 21 august 2008

#20 precious life?”


Hard is soft soft is hard
Hard Is Soft precious life?”Soft Is Hard


Hard is soft s soft is hard people
Hard Is Soft (# precious life?”s)Soft Is Hard (people)


Hard is soft plans s soft is hard people customers values relationships
Hard Is precious life?”Soft (Plans, #s)Soft Is Hard (people, customers, values, relationships))


The 7 s model strategy structure systems style skills staff super ordinate goal
“The 7-S Model” precious life?”StrategyStructureSystemsStyleSkillsStaffSuper-ordinate goal


The 7 s model hard s s strategy structure systems soft s s style skills staff super ordinate goal
“The 7-S Model” precious life?”“Hard Ss”(Strategy, Structure, Systems)“Soft SS”(Style, Skills, Staff, Super-ordinate goal)


Part 1 3 tom peters excellence always new master 21 august 2008

“The 7-S Model” precious life?”StrategyStructureSystemsStyle(Corporate “Culture,” “The way we do things around here”)Skills(“Distinctive Competence/s)Staff(People-Talent)Super-ordinate goal(Vision, Core Values)


Part 1 3 tom peters excellence always new master 21 august 2008

MP: precious life?”“Get the strategy right, the rest will take care of itself.”TP:“Get the people and execution right, the strategy will take care of itself.”


Part 1 3 tom peters excellence always new master 21 august 2008

precious life?”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


Part 1 3 tom peters excellence always new master 21 august 2008

“The terms ‘hard facts,’ and ‘the soft stuff’ used in business imply that data are somehow real and strong while emotions are weak and less important.”—George Kohlrieser, Hostage at the Table


Part 1 3 tom peters excellence always new master 21 august 2008

Drucker, Strategy, Leadership in business imply that data are somehow real and strong while emotions are weak and less important.”

Classic Drucker (from the HBR), 221 pages: “strategy,” 3 p (infotech); “leadership,” 0.

The Practice of Management,

404 p: “strategy,” 0; “leadership,” 3 p.

Management, 568 p: “strategy,”

8 p (all on systems, none on content), “leadership,” 12 p.


Part 1 3 tom peters excellence always new master 21 august 2008

#20.1 in business imply that data are somehow real and strong while emotions are weak and less important.”


Hard is soft soft is hard1
Hard Is Soft in business imply that data are somehow real and strong while emotions are weak and less important.”Soft Is Hard


Part 1 3 tom peters excellence always new master 21 august 2008
95% in business imply that data are somehow real and strong while emotions are weak and less important.”


Part 1 3 tom peters excellence always new master 21 august 2008

“What I learned from my years as a hostage negotiator is that we do not have to feel powerless—and that bonding is the antidote to the hostage situation.”—George Kohlrieser, Hostage at the Table


Part 1 3 tom peters excellence always new master 21 august 2008

#20.1.1 that we do not have to feel powerless—and that


Hard is soft soft is hard2
Hard Is Soft that we do not have to feel powerless—and that Soft Is Hard


Bedrock behaviors
bedrock behaviors that we do not have to feel powerless—and that


Part 1 3 tom peters excellence always new master 21 august 2008

Home Run that we do not have to feel powerless—and that Being there! * ** *** *****No more, no less**“A body can pretend to care, but they can’t pretend to be there.” — Texas Bix Bender*** GEN Melvin Zais on COs and inspections****Silence is golden! [Utter silence is golden-er.]


Period shake hands smile eye contact
Period! that we do not have to feel powerless—and that Shake handsSmileEye contact


Period shake hands smile eye contact thank you flowers open pose roir
Period+! that we do not have to feel powerless—and that Shake handsSmileEye contactThank youFlowersOpen poseROIR


Period shake hands smile eye contact thank you flowers open pose roir1
Period+! that we do not have to feel powerless—and that Shake handsSmileEye contactThank youFlowersOpen poseROIR


Part 1 3 tom peters excellence always new master 21 august 2008

#20.2 that we do not have to feel powerless—and that


Hard is soft soft is hard3
Hard Is Soft that we do not have to feel powerless—and that Soft Is Hard


R o i r
R.O.I.R. that we do not have to feel powerless—and that


R eturn o n i nvestment in r elationships
R that we do not have to feel powerless—and that eturn On Investment In Relationships


Part 1 3 tom peters excellence always new master 21 august 2008

“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 they just delegate the work to be done, remaining aloof from the people doing the work.”—Bill George, Authentic Leadership


Part 1 3 tom peters excellence always new master 21 august 2008

“Allied commands depend on mutual confidence 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 they just delegate the work to be done, remaining aloof from the people doing

[and this confidence]

is gained, above all

through the development

of friendships.”

—General D.D. Eisenhower,

Armchair General* (05.08)*“Perhaps his most outstanding ability [at West Point] was

the ease with which he made friends and earned the trust

of fellow cadets who came from widely varied backgrounds;

it was a quality that would pay great dividends during his future coalition command


Part 1 3 tom peters excellence always new master 21 august 2008

#20.3 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 they just delegate the work to be done, remaining aloof from the people doing


Hard is soft soft is hard4
Hard Is Soft 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 they just delegate the work to be done, remaining aloof from the people doing Soft Is Hard


Part 1 3 tom peters excellence always new master 21 august 2008

Q/Systems Salesperson: 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 they just delegate the work to be done, remaining aloof from the people doing “I make the sale, and then the company screws up the engineering or delivery or one of a dozen things. Any suggestions?A/TP:“Spend less time with your customers!”


C i c e1
C(I)>C(E) 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 they just delegate the work to be done, remaining aloof from the people doing


Part 1 3 tom peters excellence always new master 21 august 2008

??????? 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 they just delegate the work to be done, remaining aloof from the people doing “Success doesn’t depend on the number of people you know; it depends on the number of people you know in highplaces!”or“Success doesn’t depend on the number of people you know; it depends on the number of people you know in low places!”


Loser he s such a suck up winner he s such a suck down1
Loser: 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 they just delegate the work to be done, remaining aloof from the people doing “He’s such a suck-up!”Winner:“He’s such a suck-down.”


Part 1 3 tom peters excellence always new master 21 august 2008

#20.4 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 they just delegate the work to be done, remaining aloof from the people doing


Buy in ownership authorial bragging rights born again champion one line of code
“Buy in”- “Ownership”-Authorial bragging rights-“Born again” Champion = OneLineofCode!


Part 1 3 tom peters excellence always new master 21 august 2008

“The four most important words in any organization rights-“Born again” Champion =

are …‘What do you think?’ ”

Source: courtesy Dave Wheeler,

posted at tompeters.com, source of

original unknown (0609.08)


Part 1 3 tom peters excellence always new master 21 august 2008

Life’s Little Secret rights-“Born again” Champion = **One line of code**Caudill’s table in the rural library**Hair on the woman’s arm**EJW’s scissors to the perfect draft


Part 1 3 tom peters excellence always new master 21 august 2008

**They rights-“Born again” Champion = own it.**They saved it and saved your (rather uninformed) butt.**You must tolerate a smidgeon of sub-optimization. **You must show appropriate humility and appreciation.**You must be willing (eager) to cover the exact same ground again and again and again.


Part 1 3 tom peters excellence always new master 21 august 2008

#20.5 rights-“Born again” Champion =


Part 1 3 tom peters excellence always new master 21 august 2008

“TAKE THIS QUICK QUIZ rights-“Born again” Champion = :Who manages more things at once?Who puts more effort into their appearance?Who usually takes care of the details?Who finds it easier to meet new people?Who asks more questions in a conversation?Who is a better listener?Who has more interest in communication skills?Who is more inclined to get involved?Who encourages harmony and agreement?Who has better intuition?Who works with a longer ‘to do’ list?Who enjoys a recap to the day’s events?Who is better at keeping in touch

with others?”Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why

Women Can Outsell Men, Nicki Joy & Susan Kane-Benson


Part 1 3 tom peters excellence always new master 21 august 2008

#20.6 rights-“Born again” Champion =


Hard is soft soft is hard5
Hard Is Soft rights-“Born again” Champion = Soft Is Hard


Part 1 3 tom peters excellence always new master 21 august 2008

Relationships rights-“Born again” Champion = (of all varieties):THERE ONCE WAS A TIME WHEN A THREE-MINUTEPHONECALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.


Part 1 3 tom peters excellence always new master 21 august 2008

THE PROBLEM IS RARELY/NEVER THE PROBLEM. rights-“Born again” Champion = THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.


Part 1 3 tom peters excellence always new master 21 august 2008

#20.7 rights-“Born again” Champion =


Hard is soft soft is hard6
Hard Is Soft rights-“Born again” Champion = Soft Is Hard


I screwed up the virtuous circle of blame
“I screwed up.”* rights-“Born again” Champion = *The virtuous “circle of blame


Part 1 3 tom peters excellence always new master 21 august 2008

#20.8 rights-“Born again” Champion =


Hard is soft soft is hard7
Hard Is Soft rights-“Born again” Champion = Soft Is Hard


Part 1 3 tom peters excellence always new master 21 august 2008
rights-“Born again” Champion = Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”—Henry Clay


Part 1 3 tom peters excellence always new master 21 august 2008

“Good relationships rights-“Born again” Champion = aren’t about ‘clear communications’—they’re about small moments

of attachment and intimacy.”—John Gottman, “Making Relationships Work,” John Gottman (Harvard Business Review, 12.07)


Part 1 3 tom peters excellence always new master 21 august 2008

The Manager’s Book of rights-“Born again” Champion = Decencies: How Small /gestures Build Great Companies.—Steve Harrison, Adecco



Part 1 3 tom peters excellence always new master 21 august 2008

“There is always an easy solution to every human problem—neat, plausible, and … wrong.”—H.L. Mencken:


Part 1 3 tom peters excellence always new master 21 august 2008

#20.9 problem—neat, plausible, and …


Part 1 3 tom peters excellence always new master 21 august 2008

Politics problem—neat, plausible, and … politics politics politics politicspolitics politics politics politics politics politics politics politics politicspolitics politics politicspolitics politics politics politics


Love it or leave it
love it or leave it! problem—neat, plausible, and …


Part 1 3 tom peters excellence always new master 21 august 2008

#20.10 problem—neat, plausible, and …


Part 1 3 tom peters excellence always new master 21 august 2008

18” problem—neat, plausible, and …

Source: How Doctors Think, Jerome Groopman


Success through listening intently
Success Through Listening Intently problem—neat, plausible, and …


Part 1 3 tom peters excellence always new master 21 august 2008

Listening Is An Act of Love: A Celebration of American Life from the StoryCorps Project, Dave Isay*

Guiding principles: “Our stories—the stories of everyday people—are as interesting and important

as the celebrity stories we are bombarded with …

“If we take the time to listen, we’ll find wisdom, wonder and poetry in the lives and stories of the people all around us …

“We all want to know our lives have mattered …

“Listening is an act of love.”


Part 1 3 tom peters excellence always new master 21 august 2008

Listening may or may not be an “act of love” or way to “tap into people’s dreams,” but it sure as hell is (1) an uncommon act of courtesyand recognition of worth from which (2) you will invariably learn amazing stuff if you can just keep your damn mouth shut and ears open with an expression of interest on your face and (3) it will build-maintain relationships beyond your wildest dreams. (4) So: shut up. Practice attentiveness (no kidding) on waiters,

cab drivers, folks in line at the grocery store, etc.


Part 1 3 tom peters excellence always new master 21 august 2008

“You can make more friends in two months “tap into people’s dreams,” but it sure as hell is (1) an uncommon act of by becoming interested in other people than you can in two years by trying to get other people interested in you.”—Dale Carnegie


Part 1 3 tom peters excellence always new master 21 august 2008

#20.11 “tap into people’s dreams,” but it sure as hell is (1) an uncommon act of


Respect
Respect. “tap into people’s dreams,” but it sure as hell is (1) an uncommon act of


Part 1 3 tom peters excellence always new master 21 august 2008

“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


Part 1 3 tom peters excellence always new master 21 august 2008

The World Is A Liar! 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.

“In a way, the world is a great liar. It shows you it worships and admires money, but at the end of the day it doesn’t. It says it adores fame and celebrity, but it doesn’t, not really. The world admires, and wants to hold on to, and not lose, goodness. It admires virtue. At the end it gives its greatest tributes to generosity, honesty, courage, mercy, talents well used, talents that, brought into the world, make it better. That’s what it really admires. That’s what we talk about in eulogies, because that’s what’s important.We don’t say ‘The thing about Joe was he was rich.’ We say, if we can, ‘The thing about Joe was he took good care of people.’”—Peggy Noonan,

“Life’s Lesson,” on the astounding response to the passing of Tim Russert,

The Wall Street Journal, June 21-22, 2008


Part 1 3 tom peters excellence always new master 21 august 2008
Amen! 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.“What creates trust, in the end, is the leader’s manifest respect for the followers.”— Jim O’Toole, Leading Change


Part 1 3 tom peters excellence always new master 21 august 2008

“We are ladies 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.

and gentlemen serving ladies and gentlemen.” —Horst Schulze, Ritz Carlton motto (laughed at at Hyatt)


Part 1 3 tom peters excellence always new master 21 august 2008

“The 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.[Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.’*”

*quote within a quote from diary of a Confederate soldier


It s not people who aren t credit worthy it s banks that aren t people worthy muhammad yunus
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.It’s not people who aren’t credit-worthy. It’s banks that aren’t people worthy.”Muhammad Yunus


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


Part 1 3 tom peters excellence always new master 21 august 2008

“If you don’t 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.listen,

youdon’t sell

anything.”—Carolyn Marland/Managing Director/Guardian Group


Part 1 3 tom peters excellence always new master 21 august 2008

#20.12 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.


Part 1 3 tom peters excellence always new master 21 august 2008

F 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.LOWERPOWER


Part 1 3 tom peters excellence always new master 21 august 2008

#20.13 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.


Part 1 3 tom peters excellence always new master 21 august 2008

Questions: 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.What do others think of you? [Are you sure?] What do you think of you? [Are you sure?]What is your impact on others?[Are you sure?]What is your impact on others?[Are you sure?] What is your impact on others?[Are you sure?] What are the “little things” you (perhaps unconsciously) do that cause people to shrivel—or blossom? [Are you sure?]What do you want? [Are you sure?] Are you aware of your changing moods? [Are you sure?] How fragile is your ego? [Are you sure?] Do you have a true confidant? [Are you sure?] Do you perform brief or not-so-brief self-assessments? Do you talk too much? [Are you sure?] Do you know how to listen? [Are you sure?]Do you listen?[Are you sure?] What is your style of “hashing things out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive, (d) genuinely interested in people, (e) etc? [Are you sure?] Are you flexible? Have you changed your mind about anything important in a while? Are you comfortable-uncomfortable with folks on the front line? Do you think you’re “in touch with the pulse of things around here”?[Are You Sure?] Are you too emotional/intuitive? Are you too unemotional/rational? Do you spend much time with people who are new to you?[Do you think questions like this are “so much BS”?]


Part 1 3 tom peters excellence always new master 21 august 2008

#20.14 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.


Part 1 3 tom peters excellence always new master 21 august 2008

Cause 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.(worthy of commitment)Space(room for/encouragement for initiative)Decency(respect, humane)


Part 1 3 tom peters excellence always new master 21 august 2008

Cause 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.(worthy of commitment)Space(room for/encouragement for initiative-adventures) Decency(respect, grace, integrity, humane)service (worthy of our clients’ & extended family’s continuing custom)excellence (period)


Cause space decency service excellence servant leadership
Cause 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.SpaceDecencyserviceexcellenceservant leadership


Part 1 3 tom peters excellence always new master 21 august 2008

Cause 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.(worthy of commitment)Space(room for/encouragement for initiative-adventures) Decency(respect, grace, integrity, humane)service (worthy of our clients’ & extended family’s continuing custom)excellence (period) servant leadership


Part 1 3 tom peters excellence always new master 21 august 2008

#21 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.


Part 1 3 tom peters excellence always new master 21 august 2008

Attending 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.

the “Last 98%”:

The New

Management “Science,” or …

“Hard Is Soft,

Soft Is Hard”

Tom Peters/12.03.2008


Part 1 3 tom peters excellence always new master 21 august 2008

S = f( ___ ) 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.

Success Is a

Function of …


Part 1 3 tom peters excellence always new master 21 august 2008

S = ƒ(#&DR; -2L, -3L, 4L; I&E) 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.

Number and depth of relationships 2, 3, and 4 levels down,

inside and outside the organization

S = ƒ(SD>SU)

Sucking down is more important than sucking up—the idea is to have

the entire organization working for you.

S = ƒ(#non-FF, #non-FL)

Number of friends, number of lunches with people not in my function

S = ƒ(#FF)

Number of friends in the finance function-organization

S = ƒ(OF)

Oddball friends

S = ƒ(PDL)

Purposeful, deep listening—this is very hard


Part 1 3 tom peters excellence always new master 21 august 2008

S = ƒ(#EODD3MC) 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.

Number of end-of-the-day difficult (you’d rather avoid) “3-minute calls” that

soothe raw feelings, mend fences, etc.

S = ƒ(UFP, UFK, OAPS)

Unsolicited favors performed, UFs involving co-workers’ kids, overt acts

politeness-solicitude toward co-workers’ spouses, parents, etc.

S = ƒ(#TN)

Number of thank you notes sent

S = ƒ(#C, PTS/“OLC”, SAPA)# of consultations, perception of being taken serious (Responsible for “one line of code,” small act of public appreciation

S = ƒ(SU)

Showing up (Woody Allen, Delaware’s ridiculous influence on the

U.S. Constitution)


Part 1 3 tom peters excellence always new master 21 august 2008

S = ƒ(1D) 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.

Seeking the assignment of writing first drafts, minutes, etc (1787)

S = ƒ(#SEAs)

Number of solid relationships with Executive Assistants

S = ƒ(%UL/w-m)

% useful lunches per week, month

S = ƒ(FG, FOC-BOF, CMO)

Favors given, favors owed collectively, balance of favors,

conscious management thereof

S = ƒ(CPRM, TS)

Conscious-planned Relationship management, time spent thereon

S = ƒ(TN/d, FG/m, AA/d)

Thank you notes per Day, flowers given per Month, Acts of Appreciation per Day

S = ƒ(PT100%A“T”S, E“NMF”–TTT)

Proactive, timely, 100% apologies for “tiny” screw-ups, even if not my fault

(it always takes two to tango)


Part 1 3 tom peters excellence always new master 21 august 2008

S = ƒ(AMR, NBS-SG) 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.

Acceptance of mutual responsibilities for all affairs, no blame-

shifting, scape-goating

S = ƒ(APLSLFCT)

Awareness, perception of little snubs—and lightening fast

correction thereof

S = ƒ(G)

Grace

S = ƒ(GA)

Grace toward adversary

S = ƒ(GW)

Grace toward the wounded in bureaucratic firefights


Part 1 3 tom peters excellence always new master 21 august 2008

S = ƒ(PD) 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.

Purposeful decency

S = ƒ(TSPD, TSP-L1)

Time spent on promotion decisions, especially for 1st level managers

S = ƒ(%“SS”, H-PD)

% soft stuff involved in Hiring, Promotion decisions

S = ƒ(TWA, P, NP)

Time wandering around, purposeful, non-planned

S = ƒ(SBS)

Slack built into Schedule

S= ƒ(TSHR)

Time spent … Hurdle Removing


Part 1 3 tom peters excellence always new master 21 august 2008

S = ƒ(%TM“TSS,” PM“TSS,” D“TD”“TSS”) 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.

% of time, measured, on This Soft Stuff, purposeful management of this Soft Stuff, daily “to do” concerning “this Soft Stuff”

S = ƒ(MB“TSS”MR)

Purposeful management of this Soft Stuff by people reporting to me

S = ƒ(EC, MMO)

Emotional connection, mgt & maintenance of

S = ƒ(IMDOP)

Investment in Mastery of detailed organization processes

S = ƒ(H-TS)

Time spent on Hiring


Part 1 3 tom peters excellence always new master 21 august 2008

S = f(%TM“TSS,” PM“TSS,” D“TD”“TSS”) 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.

% of time, measured, on This Soft Stuff, purposeful management of this Soft Stuff, daily “to do” concerning “this Soft Stuff”


Part 1 3 tom peters excellence always new master 21 august 2008

#22 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.


Part 1 3 tom peters excellence always new master 21 august 2008
Notes from William Easterly’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.The White Man’s Burden: Why the West’s Effort to Aid the Rest Have Done So Much Ill and so Little Good


Part 1 3 tom peters excellence always new master 21 august 2008

“The West spent … 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.$2.3trillion

on foreign aid over the last five decades and still has not managed to get twelve-cent medicines to children to prevent half of all malaria deaths. The West spent $2.3 trillion and still not managed to get three dollars to each new mother to prevent five million child deaths. …But I and many other like-minded people keep trying, not to abandon aid to the poor, but to makesureit reachesthem.”


Part 1 3 tom peters excellence always new master 21 august 2008

Easterly, maligned by many, is the arch-enemy of the 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.Big Plan[his capital letters, not mine]

sent from afar; and the vociferous fan of practical activities of those he calls “Searchers” … who learn the ins and outs of the culture, politics and local conditions “on the ground” in order to use local levers and local players, and get those 12-

cent medicines to community members.

Read on, “Planners” vs “Searchers” …


Part 1 3 tom peters excellence always new master 21 august 2008

“In foreign aid, Planners announce good intentions but don’t motivate anyone to carry them out;Searchers find things that work and get some reward.Planners raise expectations but take no responsibility for meeting them;Searchers accept responsibility for their actions;Planners determine what to supply; Searchers find out what is in demand.Planners apply global blueprints;Searchers adapt to local conditions.Planners at the top lack knowledge of the bottom;Searchers find out what the reality is at the bottom.Planners never hear whether the planned recipients got what they needed;Searchers find out if the customer is satisfied. … A Planner thinks he already knows the answers; he thinks of poverty as a technical engineering problem that his answers will solve.A Searcher admits he doesn’t know the answers in advance; he believes that poverty is a complicated tangle of political, social, historical, institutional, and technological factors; he hopes to find answers to individual problems only by trial and error experimentation.A planner believes outsiders know enough to impose solutions;a Searcher believes only insiders have enough knowledge to find solutions, and that most solutions must be homegrown. …”


Part 1 3 tom peters excellence always new master 21 august 2008

Derived from the above and more, I have extracted a series of “lessons” from the Easterly book. These implementation lessons are, in fact, universal:

Lesson (#1 of sooooooo many): Show up!

(On the ground, where the action—and

possible implementation—is.)

Lesson: Invest in ceaseless study of

conditions “on the ground”—social and

political and historical and systemic.


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: of “lessons” from the Easterly book. These implementation lessons are, in fact, universal:Listen to the “locals.”

Lesson:Hear the “locals.”


Part 1 3 tom peters excellence always new master 21 august 2008

"Trust the development experts—all seven billion of them.”—headline, for an article by development guru William Easterly, Financial Times, 0529.08,

"The report of the World Bank Growth Commission, led by Nobel laureate Michael Spence [former dean of the Stanford biz school—tp], was published last week. After two years of work by the commission of 21 world leaders, an 11-member working group, 300 academic experts, 12 workshops, 13 consultations, and a budget of $4 million, the experts' answer to the question of how to attain high growth was roughly: we do not know, but trust experts to figure it out."—William Easterly,

Financial Times, 0529.08


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: them.”Talk to the “locals.”

Lesson: Listen to the “locals.”

Lesson: Hear the “locals.”

Lesson: Listen to the “locals.”

Lesson: Hear the “locals.”

Lesson: Listen to the “locals.”

Lesson: Hear the “locals.”

Lesson: Listen to the “locals.”

Lesson: Hear to the “locals.”

Lesson: Listen to the “locals.”

Lesson: Hear to the “locals.”

Lesson: Respect the “locals.”

Lesson: Empathize with the “locals.”


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: them.”Try to blend in, adopting local customs, showing

deference were necessary—almost everywhere;

and never interrupt the “big man” in front of his

folk, even, or especially, if you think he is 180

degrees off.

Lesson:Seek out the local leaders’ second cousins, etc,

to gain indirect assess overtheir uncle twice

removed! (Etc & etc.)

Lesson:Have a truly crappy office, and other

un-trappings!

Lesson: Remember, you do not in fact have the answers

despite your PhD with,naturally, honors, from the

University of Chicago—where you were mentored

by not one, but two, Nobel Laureates in economics.

Lesson: Regardless of the enormity of the problem,

proceed by trial (manageablein size) and error,

error, error. (Failure motto: “Do it right the first

time!”Success motto: “Do it right the 37th time!”

And hustle through those37 tries—see the

next slide.)


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: them.”Have a truly crappy office, and other

un-trappings!


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: them.”The process of political-community

engagement must also be approached as

a trial and error learning process.

Lesson: Always alter the experiment to accommodate

local needs—the act of apparent local modification

per se is critical, as every community leader, in

order for them to accept “ownership” and

demonstrate to their constituents that they are in

charge, must feel as if they have directly and

measurably influenced the experiment. [See the next four slides.]

Lesson: Growth (the experimental and expansion-

emulation process) must be organic, and proceed

at a measured pace—nudged, not hurried.

Lesson: Speed kills! (To a point.) By and large, the

messiness and “inefficiency” of the local political

process must be honored.


Buy in ownership authorial bragging rights born again champion one line of code1
“Buy in”- “Ownership”-Authorial bragging rights-“Born again” Champion = OneLineofCode!


Noth ing is scalable
Noth rights-“Born again” Champion = -ing is “scalable”!*


Part 1 3 tom peters excellence always new master 21 august 2008

Nothing is “scalable”!* rights-“Born again” Champion = *Every replication must exude the perception of uniqueness—even if it means a half-step backwards. (“It wouldn’t have worked if we hadn’t done it our way.”)


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: rights-“Born again” Champion = Speed kills!

Lesson: Short-circuiting political

process kills!

Lesson: Premature rollout kills!

Lesson: Too much publicity-visibility

kills!

Lesson: Too much money kills!

Lesson: Too much technology kills!


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: rights-“Born again” Champion = Outsiders, to be effective, must have genuine

appreciation of and affection for the locals with whom

and for whom they are working!

Lesson: Condescension kills most—said “locals” know

unimaginably more about life than well-intentioned

“do gooders,” young or even, alas, not so young.

Lesson: Progress … MUST … be consistent with “local

politics on the ground” in order to raise the odds

of sustainability.

Lesson: You will never-ever “fix” “everything at once”

or by the time you “finish”—in our Constitutional

Convention in 1787, George Washington only got

about 60% of what he wanted!


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: rights-“Born again” Champion = Never forget the atmospherics, such as numerous

celebrations for tiny milestones reached, showering praise

on the local leader and your local cohorts, while you

assiduously stand at the back of the crowd—etc.

Lesson: The experiment has failed until the systems and political

rewards, often small, are in place, with Beta tests completed,

to up the odds of repetition.

Lesson: Most of your on-the-ground staff must consist of

respected locals—the de facto or de jure Chairman or CEO

must be a local; you must be virtually invisible.

Lesson: Spend enormous “pointless” social time with the local

political leaders—in Gulf War I, Norm Schwarzkopf spent his

evenings, nearly all of them, drinking tea until 2AM or 3AM

with the Saudi crown prince; he called it his greatest

contribution!


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: rights-“Born again” Champion = Keep your “start up” plan simple and short and

filled with question marks in order to allow others

to have the last word.(I once did the final draft of a

proposal, making it as flawless as could be. I gave it to my boss,

pre Microsoft Word, and he proceeded to cut it up and tape the pieces

back together, and conspicuously cross out several paragraphs of my

obviously and labored over brilliant prose that he had agreed to. “Tom,”

he said as I recall, “we want the rest of the committee [of important, or at

least self-important folks] to feel as though they are participating and

that you and I are a naïve—not confront them with a beautiful plan that

shouts ‘Don’t you dare alter a word.’”)


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: rights-“Born again” Champion = For projects involving children or health or education or

community development or sustainable small-business

growth (most projects), women are by far the most reliable

and most central and most indirectly powerful local

players in even the most chauvinist settings—their

characteristic process of “implementation by indirection”

means “life or death” to sustainable project success;

moreover, the expanding concentric circles of women’s

traditional networking processes is by far the best way to

“scale up”/expand a program. (Men should not even try

to understand what is taking place. Among other things,

this networking indirection-largely invisible process will

seemingly “take forever” by most men’s “action now,

skip steps” S.O.P.—and then, from out of the blue,

following an eternity of rambling discussions-on-top-of-

rambling-discussions, you will wake up one fine morning

and discover that the thing is done that everything has

fallen in place “overnight” and that ownership is nearly

universal. Concomitant imperative; most of your (as an

outsider) staff should be women, alas, most likely not

visibly “in charge.”


Part 1 3 tom peters excellence always new master 21 august 2008

For projects involving children or health or education or community development or sustainable small-businessgrowth (most projects), women are by far the most reliableand most central and most indirectly powerful localplayers even in the most chauvinist settings.


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson: community development or sustainable small-business For projects involving children or health or education or community development or sustainable small-businessgrowth (most projects), womenare by far the most reliableand most central and most indirectly powerful localplayers even in the most chauvinist settings.


Part 1 3 tom peters excellence always new master 21 august 2008

94% community development or sustainable small-business


Part 1 3 tom peters excellence always new master 21 august 2008

  • Social Change, after William Easterly community development or sustainable small-business

  • Bottom up

  • Pursue 100% participation

  • 3. MBWA

  • 4. Use the local infrastructure

  • 5. Women must play a/the lead role—as leaders, perhaps indirectly, and as investment targets

  • 6. Accept “second best” solutions—optimal outcomes are self-defeating

  • 7. Use $$$ and technology with caution

  • Replication must always be localized

  • Try it! Try it!/4F


Part 1 3 tom peters excellence always new master 21 august 2008

Colonel/British Army/ community development or sustainable small-business2 Tours/Iraq/0428.08/Issues: **Hardware first**Failure to use existing human infrastructure**Failure to master local politics**Unwillingness to accept “2nd best” solutions**Wedded to centrally prescribed solutions-programs**Misguided training


Part 1 3 tom peters excellence always new master 21 august 2008

“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)


Part 1 3 tom peters excellence always new master 21 august 2008

#22.1 treated them not as a defeated people, but as allies. Our success became their success.”


Part 1 3 tom peters excellence always new master 21 august 2008

Commentary on David O. Stewart’s treated them not as a defeated people, but as allies. Our success became their success.”

The Summer of

1787: The Men

Who Invented

the Constitution

Tom Peters/0409.08


Part 1 3 tom peters excellence always new master 21 august 2008

*** treated them not as a defeated people, but as allies. Our success became their success.” Show up!!!!!!!!!!!!

*** Keep showing up!!

*** Control the process through indirect

actions, like doing first drafts, writing

Minutes.

*** Remember the social graces—your

emotional “presentation of self” is more

important than even “all important”!!!

*** Hang in! Tenacity-relentlessness rules!

(Wear the bastards down. No kidding,

this is a matchless “success tool.”)

*** There’s no such thing as a “dull meeting.”

(No kidding!) Every get together is an

opportunity to press your agenda, directly

or indirectly, to perform a small favor with

the expectation of “return on investment”

at some point in the future.


Part 1 3 tom peters excellence always new master 21 august 2008

*** treated them not as a defeated people, but as allies. Our success became their success.”Bite your tongue and listen, listen, listen—even to

bores. Nothing wins support like effective listening;

it’s the greatest gift you can give anyone!! (This is

triply important when you are desperate to correct

something someone has to say, even an “enemy” of

your cause—attentive listening is a peerless “win

’em over” “strategic” “tool.”)

*** “Sub-committees rule! It’s the little chances to

become Master of Something and perform-influence

in a small group setting that lead to the

accumulation of power and the ability to control the

flow in an area important to you.

*** Continually “illustrate” your ability to perform well

at almost any task and build a towering reputation

for reliability.


Part 1 3 tom peters excellence always new master 21 august 2008

*** treated them not as a defeated people, but as allies. Our success became their success.” Cool off! No passion, no success! Too much abrasiveness

in pursuit of a cause that inflames you kills opportunity to

succeed like nothing else. (Folks love to put an abrasive

person in his place, even if they agree with him.)

*** Take a punch and keep on trucking. Losses are common—

live with ’em, take ’em with good grace, and then

persevere through out-persevering the other guy/s.

(*** Speaking of “punch,” out-drinking the other guy sure

worked in the summer of 1787. Reach your own

conclusions here …)

*** Grow up, accept life. Life, effectiveness is indeed about

horse trading as often as not—and at times consorting

with one’s enemies. (“The enemy of my enemy is my

friend.” Keep your passion, stay above the waterline on

issues of deep principal—but accept, and embrace, the

messy-as-hell “real world”!


Part 1 3 tom peters excellence always new master 21 august 2008

*** treated them not as a defeated people, but as allies. Our success became their success.” Remember the black flies! “Little”

distractions can change the whole game.

*** Be ready with “Plan B.” Repeat: Nothing

in the real world follows the script.

*** Nobody, even George Washington, gets

more than about 60% of what they want!

*** Keep your word. A reputation for integrity

is priceless.

*** Don’t bite off more than you can chew,

even when “can’t miss” opportunities to

further your cause arise—overloading and

thence compromising effectiveness is a

big black eye.

*** Do something! “Small wins,” accumulated

regularly, build momentum!

*** Work assiduously on your public

presentation skills!


Part 1 3 tom peters excellence always new master 21 august 2008

Lesson of Lessons: treated them not as a defeated people, but as allies. Our success became their success.”Regardless of the topic—mundane or grand—it is attending to the same “mundane” “human” “timeless” “basics” that shape the outcome and determine the degree of implementation. The Master of GTD* is the true Master of the Universe.*GTD/Getting Things Done


Part 1 3 tom peters excellence always new master 21 august 2008

#23 treated them not as a defeated people, but as allies. Our success became their success.”


Don t forget the it
Don’t forget treated them not as a defeated people, but as allies. Our success became their success.”the “it”!


Part 1 3 tom peters excellence always new master 21 august 2008

“It suddenly occurred to me … treated them not as a defeated people, but as allies. Our success became their success.”


Part 1 3 tom peters excellence always new master 21 august 2008

“It suddenly occurred to me that in the space of two or three hours he nevertalked about cars.”—Les Wexner


Franchise lost tp how many of you 600 really crave a new chevy nyc iir 061205
Franchise Lost! three hours he TP:“How many of you[600]reallycravea new Chevy?”NYC/IIR/061205


Part 1 3 tom peters excellence always new master 21 august 2008

“Not long ago, I heard one studio chief utter the unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’”—Peter Bart, Editor in Chief, Variety; former Paramount exec, “Hollywood’s Model Doesn’t Produce Art, or Much Profit” (NYT/0721.06)


Part 1 3 tom peters excellence always new master 21 august 2008

#24 unthinkable:




Part 1 3 tom peters excellence always new master 21 august 2008

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


Women are the majority market fara warner the power of the purse
“Women are unthinkable: themajority market”—Fara Warner/The Power of the Purse


Since 1970 women have held two out of every three new jobs created ft 10 03 2006
“Since unthinkable: 1970, women have held two out of every three new jobs created.”—FT, 10.03.2006


Part 1 3 tom peters excellence always new master 21 august 2008

unthinkable: Forget China, India and the

Internet: Economic Growth Is Driven by Women.”[Headline.] “Even today in the modern, developed world, surveys show that parents still prefer to have a boy rather than a girl. One longstanding reason boys have been seen as a greater blessing has been that they are expected to become better economic providers for their parents’ old age. Yet it is time for parents to think again. Girls may now be a better investment.” “Girls get better grades in school than boys, and in most developed countries more women than men go to university. Women will thus be better equipped for the new jobs of the 21st century, in which brains count a lot more than brawn. … And women are more likely to provide sound advice on investing their parents’ nest—e.g.: surveys show that women consistently achieve higher financial returns than men do. Furthermore, the increase in female employment in the rich world has been the main driving force of growth in the last couple of decades. Those women have contributed more to global GDP growth than have either new technology or the

new giants, India and China.”

Source:Economist, April 15, Leader, page 14


Part 1 3 tom peters excellence always new master 21 august 2008

Continuing on page 73: unthinkable: “A Guide to Womenomics: The Future of the World Economy Lies Increasingly in Female Hands.” (Headline.) More stats: Around the globe since 1980, women have filled “two new jobs for everyone taken by a man.” “Women are becoming more important in the global marketplace not just as workers, but also as consumers, entrepreneurs, managers and investors.” Re consumption, Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in “Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” A couple of final assertions: (1) It

is now agreed that “the single best investment that can be made in the developing world” is educating girls. (2) Also, surprisingly, nations with the highest female laborforce participation rates, such as Sweden and the U.S., have

the highest fertility rates; and those with the lowest participation rates, such as Italy and Germany, have the lowest fertility rates.

Source:Economist, April 15, page 73


Part 1 3 tom peters excellence always new master 21 august 2008

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

of 13%.”—Economist, April 15


Part 1 3 tom peters excellence always new master 21 august 2008

“The companies poised to benefit from women’s increased purchasing power; most significant variableineverysales situation is thegender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.”—Jeffery Tobias Halter, Selling to Men, Selling to Women


Part 1 3 tom peters excellence always new master 21 august 2008

The Perfect Answer companies poised to benefit from women’s increased purchasing power;

Jill and Jack buy slacks in black…


Part 1 3 tom peters excellence always new master 21 august 2008

“One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system.For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.”—Aude Zieseniss de Thuin, Financial Times, 10.03.2006


Part 1 3 tom peters excellence always new master 21 august 2008
“ ‘Womenomics,’ the economy as thought out and practiced by a woman.”—Aude Zieseniss de Thuin, Financial Times, 10.03.2006


Part 1 3 tom peters excellence always new master 21 august 2008

Big bank CEO, summarizing to his top-management team his notes from TP’s presentation:“Tom’s made a great point; he let us know that our customer base will be different and more diverse in the future.”

Tom:“With all due respect, that’s not what Tom said. Though I am an unabashed supporter of ‘diversity’ in general, what I said was ‘Sheis your customer—and has been for a long time and will be forever.’ And ‘she’ is notably AWOL in this [meeting] room

full of senior ‘leaders.’”


Part 1 3 tom peters excellence always new master 21 august 2008

Getting Started notes from TP’s presentation:Read in(start with Fara Warner, The Power of the Purse /cases!!)Convene a 2-day “Private conference-retreat” for your top 5 managers and female Board members, on both marketing to women and women’s leadership(two days, intense, senior women, mid-level women, designers/F/M), Creative ad folks, Internet marketers, academics incl. neuroscientists and psychologists, business owners, turn-around marketers from Nike, Marti Barletta, Paco Underhill, Alan and Barbara Pease, Judy Rosener, etc.)


Part 1 3 tom peters excellence always new master 21 august 2008

#24.1 notes from TP’s presentation:


Part 1 3 tom peters excellence always new master 21 august 2008

Selling to men: notes from TP’s presentation:The TRANSACTION ModelSelling to Women:The RELATIONAL ModelSource: Selling to Men, Selling to Women, Jeffery Tobias Halter


Part 1 3 tom peters excellence always new master 21 august 2008

FemaleThink notes from TP’s presentation:/, Faith Popcorn & Liz Marigold“Men and women don’t think the same way, don’t communicate the same way, don’t buy for the same reasons.”“He simply wants the transaction to take place. She’s interested in creating a relationship. Every place women go, they make connections.”


Women don t buy brands they join them eveolution
“Women don’t buy notes from TP’s presentation: brands. They join them.”EVEolution


2 6 vs 21
2.6 notes from TP’s presentation:vs.21


People powered age 3 days baby girls 2x eye contact source martha barletta marketing to women
“People powered”: notes from TP’s presentation:Age 3 days, baby girls 2X eye contact. Source: Martha Barletta, Marketing to Women


Part 1 3 tom peters excellence always new master 21 august 2008

notes from TP’s presentation:Women speak and hear a language of connection and intimacy,and men speak and hear a language of status and independence. Men communicate to obtain information, establish their status, and show independence.Women communicate to create relationships, encourage interaction, and exchange feelings.” —Judy Rosener, America’s Competitive Secret


Part 1 3 tom peters excellence always new master 21 august 2008

The “Two Solar System Factor” notes from TP’s presentation:

“Have you noticed men and women handle conflict differently? Many men, especially in a business setting, resolve conflict by escalating it. They take a strong position n and argue it until one of the two parties gives in or submits to the other. Many women resolve conflict by de-escalating. Rather than focus on differences, they focus on common ground. Men try to differentiate themselves. Women look for points of similarity. Look at something as simple as a conversation at a cocktail party. You have a group of guys and a group of women who don’t know one another. The guys’ conversation may go something like this: ‘Great weather today. I went out and played eighteen at The Links.’ ‘It was a great day. I played thirty-six.’ ‘Have you played the Rivers course yet? I played there last weekend, expensive, but well worth it.’ ‘Yeah, I play there all the time. It’s a fun course. But The Boulders puts it to shame.’ ‘I shot my best score ever at The Boulders—a seventy-eight.’Men respect hierarchy and establishing status. Now let’s look at a typical conversation between two women who don’t know each other: ‘So, Samantha, do you have any kids?’ ‘Yeah, a four-year-old, Zach, and Amy was born four months ago.’ ‘Four months ago? And you look terrific! Did you gain much weight during the pregnancy? I gained thirty pounds and still haven’t been able to take it off.’ ‘I gained a lot of weight with Zach, so this time I signed up with a personal trainer at my gym.’‘My best friend, Andrea, is pregnant—I’d love to tell her about this trainer, do you have her information?’

Women seek common ground. Often women’s instinct is to help one another. Plus, they can often discuss what might seem like very personal information right away. … We suspect women may be quicker to trust because they rely on more senses to judge people.

Source: Michele Miller & Holly Buchanan, The Soccer Mom Myth.

Today’s Female Consumer: Who She Really Is, Why She Really Buys


P l e a s e read fara warner the power of the purse
P-l-e-a-s-e Read … notes from TP’s presentation:Fara Warner:The Power of the Purse


Part 1 3 tom peters excellence always new master 21 august 2008

“We simply had stopped being relevant to women.” notes from TP’s presentation:

—Kay Napier, SVP Marketing (Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”)


Part 1 3 tom peters excellence always new master 21 august 2008

Cases! Cases! Cases! notes from TP’s presentation:McDonald’s(“mom-centered” to “majority consumer”; not via kids)Home Depot(“Do it [everything!] Herself”)P&G(more than “house cleaner”) DeBeers(“right-hand rings”/$4B)AXA FinancialKodak(women = “emotional centers of the household”)Nike(> jock endorsements; new def sports; majority consumer)AvonBratz(young girls want “friends,” not a blond stereotype)Source: Fara Warner/The Power of the Purse


Part 1 3 tom peters excellence always new master 21 august 2008

“Mostly Moms” notes from TP’s presentation:

“Women were either ignored in favor of focusing on men—generally considered the industry’s most frequent users and therefore its most important consumers—or they were cast in the role of moms who were simply conduits to their children.”—Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”


Part 1 3 tom peters excellence always new master 21 august 2008

#24.2 notes from TP’s presentation:


Part 1 3 tom peters excellence always new master 21 august 2008

notes from TP’s presentation:AS LEADERS, WOMEN RULE:New Studies find that female managers outshine their male counterparts in almost every measure”TITLE/ Special Report/ BusinessWeek


It s gotta be a majority
It’s gotta be notes from TP’s presentation: a majority …


Period start 3 0f 14 18 months later 10 of 18 deep dip aim september 2007
Period??!!* notes from TP’s presentation:Start: 3 0f 14 18 months later: 10 of 18 (“deep dip”!)*AIM/September 2007


Part 1 3 tom peters excellence always new master 21 august 2008

“Siemens Chief Says Its Managers Are Too German, White and Male”—headline, Financial Times, 0625.08


Part 1 3 tom peters excellence always new master 21 august 2008

10 UNASSAILABLE REASONS WOMEN RULE Male”

Women make [all] the financial decisions.Womencontrol [all] the wealth.

Women [substantially] outlive men.

Women start most of the new businesses.

Women’s work force participation rates have

soared worldwide.

Women are closing in on “same pay for same

job.”

Womenare penetrating senior ranks rapidly

[even if the pace is slow for the corner

office per se].

Women’sleadership strengths are exceptionally well

aligned with new organizational effectiveness

imperatives.

Women are better salespersons than men.

Women buy [almost] everything—commercial

as well as consumer goods.

So what exactly is the point of men?


Part 1 3 tom peters excellence always new master 21 august 2008

10 UNASSAILABLE REASONS WOMEN RULE Male”

Women make [all] the financial decisions.Womencontrol [all] the wealth.

Women[substantially] outlive men.

Women start most of the new businesses.

Women’s work force participation rates have

soared worldwide.

Women are closing in on “same pay for same job.”

Women are penetrating senior ranks rapidly

[even if the pace is slow for the corner

office per se].

Women’s leadership strengths are exceptionally

well aligned with new organizational

effectiveness imperatives.

Women are better salespersons than men.

Women buy [almost] everything—commercial

as well as consumer goods.

So what exactly is the point of men?


Part 1 3 tom peters excellence always new master 21 august 2008

#24.2.1 Male”


Part 1 3 tom peters excellence always new master 21 august 2008

For projects involving children or health or education or community development or sustainable small-businessgrowth (most projects),womenare by far the most reliableand most central and most indirectly powerful localplayers even in the most chauvinist settings.


Part 1 3 tom peters excellence always new master 21 august 2008

94% community development or sustainable small-business


Part 1 3 tom peters excellence always new master 21 august 2008
94 community development or sustainable small-business%of loans to …women**Microlending; “Banker to the poor”; Grameen Bank; Muhammad Yunus; 2006 Nobel Peace Prize winner


Part 1 3 tom peters excellence always new master 21 august 2008

NOTE: Yunus is the father of community development or sustainable small-businessmicro-lending. He did not set out to provide loans to women. But it soon became clear that men would often spend their loan on frivolous activities. Women, with their abiding interest in family affairs, were immediately seen as more enterprising and far more reliable than men.


Part 1 3 tom peters excellence always new master 21 august 2008
10.6 community development or sustainable small-business


Part 1 3 tom peters excellence always new master 21 august 2008

“The growth and success of women-owned businesses is one of the most profound changes takingplace in the business world

today.”—Margaret Heffernan, How She Does It


Part 1 3 tom peters excellence always new master 21 august 2008

U.S. firms owned or controlled by Women: of the most profound changes taking10.6 million (48% of all firms)

Growth rate of Women-owned firms vs all firms:3X

Rate of jobs created by Women-owned firms vs all firms:2X

Ratio of total payroll of Women-owned firms vs total for Fortune 500 firms:>1.0

Ratio of likelihood of Women-owned firms staying in business vs all firms:>1.0

Growth rate of Women-owned companies with revenues of >$1,000,000 and >100 employees vs all firms:2X

Source: Margaret Heffernan, How She Does It


Women owned biz u s employees f500 employees worldwide source martha barletta marketing to women
Women-owned Biz of the most profound changes takingU.S. employees > F500 employees worldwideSource: Martha Barletta, Marketing to Women


Part 1 3 tom peters excellence always new master 21 august 2008

#24.2.2 of the most profound changes taking


Part 1 3 tom peters excellence always new master 21 august 2008

Women’s Ne of the most profound changes takinggotiating Strengths*Ability to put themselves in their counterparties’ shoes*Comprehensive, attentive and detailed communication style*Empathy that facilitates trust-building*Curious and attentive listening*Less competitive attitude*Strong sense of fairness and ability to persuade*Proactive risk manager*Collaborative decision-makingSource: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”


Women see power in terms of influence not rank fortune
“[Women] see power of the most profound changes taking in terms of influence, not rank.”—Fortune


Part 1 3 tom peters excellence always new master 21 august 2008

“Guys want to put everybody in of the most profound changes taking their hierarchical place. Like, should I have more respect for you, or are you somebody that’s south of me?”—Paul Biondi, Mercer Consultants [from It’s Not Business, It’s Personal, Ronna Lichtenberg]


Bob reich s women students no worries men can t do it outranks me
Bob Reich’s women students: of the most profound changes taking“No worries.”**Men: “Can’t do it. _____ outranks me.”


Mrs coach k
Mrs Coach K of the most profound changes taking


Part 1 3 tom peters excellence always new master 21 august 2008

“There is always an easy solution to every human problem—neat, plausible, and … wrong.”—H.L. Mencken:


Part 1 3 tom peters excellence always new master 21 august 2008

#24.3 problem—neat, plausible, and …


Who buys it ii sunrise for old folks
Who buys “it” II: problem—neat, plausible, and … Sunrise for old folks!


2000 2010 stats 18 44 1 55 21 55 64 47
2000-2010 Stats problem—neat, plausible, and … 18-44: -1%55+: +21%(55-64: +47%)


Part 1 3 tom peters excellence always new master 21 august 2008

!!!!!!!!!!!!!!!!! problem—neat, plausible, and …

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


Part 1 3 tom peters excellence always new master 21 august 2008
7/13 problem—neat, plausible, and …


Part 1 3 tom peters excellence always new master 21 august 2008

Average # of cars purchased per household, “lifetime”: problem—neat, plausible, and … 13Average # of cars bought per household after the “head of household” reaches age 50: 7Source: Marti Barletta, PrimeTime Women


20 14 000 000 000 000 25 000 000 000 000
20 problem—neat, plausible, and … $14,000,000,000,000- $25,000,000,000,000


Part 1 3 tom peters excellence always new master 21 august 2008

NOTE: In the next 20 years between 14 and 25 trillion dollars of wealth will be passed on to the current generation—a number never matched in history.


Part 1 3 tom peters excellence always new master 21 august 2008
Median Household Net Worth dollars of wealth will be passed on to the current generation—a number never matched<35: $7K35-44: $44K45-54: $83K55-64: $112K65-69: $114K70-74: $120K>74: $100KSource: U.S. Census


Part 1 3 tom peters excellence always new master 21 august 2008

BoomerBucks! dollars of wealth will be passed on to the current generation—a number never matchedBoomer turns 50: every 7 seconds. 2009: majority of U.S. households headed by someone over 50. 2006-2016: U.S. population up 22.9 million; 22.1 million in over-50 group. 2006: 1 in 5 adults is F, over 50. Women between 50-70 who are single: 35%. Age 45-54: highest average income, $59, 021 (national average is $42,209).FASTEST GROWING INCOME CATEGORY: WOMEN, 55-64 (4X men in same category). Women, age 60-64: 50% still in workforce. Highest net worth: families, 55-64 ($182,000). People over 50: 70% to 79% of all financial assets; 80% of all savings accounts; 62% of all large Wall Street asset accounts; 66% of $$ invested in the stock market. Age 50+: 29% of population, 40% of total consumer spending, 50% of discretionary spending. Next 2 decades: BOOMERS WILL INHERIT $14 TRILLION-$25 TRILLION (“largest intergenerational transfer of wealth in history”). —Marti Barletta, PrimeTime Women


Part 1 3 tom peters excellence always new master 21 august 2008

50+ dollars of wealth will be passed on to the current generation—a number never matched$7T wealth (70%)/ $2T annual income50% all discretionary spending79% own homes40M credit card users41% new cars/48% luxury cars$610B healthcare spending/74% prescription drugs5% of advertising targetsKen Dychtwald, Age Power: How the 21stCentury Will Be Ruled by the New Old


Part 1 3 tom peters excellence always new master 21 august 2008

55-64 vs 25-34 dollars of wealth will be passed on to the current generation—a number never matchedE.g.: New cars & trucks: 20% more spending. Meals at full-service restaurants: +29%. Airfare: +38%. Sports equipment: +58%. Motorized recreational vehicles: +103%. Wine: 113%. Maintenance, repairs and home insurance: +127%. Vacation homes: +258%. Housekeeping & yard services: +250% to +500%. Source: Marti Barletta, PrimeTime Women


Part 1 3 tom peters excellence always new master 21 august 2008
44-65 dollars of wealth will be passed on to the current generation—a number never matched:“New Customer Majority” **45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder


Part 1 3 tom peters excellence always new master 21 august 2008
dollars of wealth will be passed on to the current generation—a number never matchedBaby-boomer Women: The Sweetest of Sweet Spots for Marketers”—David Wolfe and Robert Snyder, Ageless Marketing


Part 1 3 tom peters excellence always new master 21 august 2008

We are the dollars of wealth will be passed on to the current generation—a number never matchedAussies & Kiwis &Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult &demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—and we will be the Center of your universe for the next twenty-fiveyears. We have arrived!


Part 1 3 tom peters excellence always new master 21 august 2008

We are the dollars of wealth will be passed on to the current generation—a number never matchedAussies & Kiwis &Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult &demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—andwe will be the Center of your universe for the next twenty-five years. We have arrived!


Sixty is the new thirty cover aarp
“Sixty Is the New Thirty” dollars of wealth will be passed on to the current generation—a number never matched—Cover/AARP


Eighty is the new fifty headline newsweek 0616 08
“EIGHTY IS THE NEW FIFTY” dollars of wealth will be passed on to the current generation—a number never matched—Headline, Newsweek, 0616.08


Part 1 3 tom peters excellence always new master 21 august 2008

“Fifty-four years of age has been the highest cutoff point for any marketing initiative I’ve ever been involved in. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.”—Marti Barletta, PrimeTime Women


Part 1 3 tom peters excellence always new master 21 august 2008

“One particularly puzzling category of youth-obsession is the highly coveted target of men 18-34, and it’s always referred to as ‘highly coveted category.’ Marketers have been distracted by men age 18-34 because they are getting harder to reach. So what? Who wants to reach them? Beyond fast food and beer, they don’t buy much of anything. … The theory is that if you ‘get them while they’re young, they’re yours for life.’What nonsense!”—Marti Barletta, PrimeTime Women


Part 1 3 tom peters excellence always new master 21 august 2008

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


Part 1 3 tom peters excellence always new master 21 august 2008

Possession miserably unsuccessful. Experiences /“Desires for things”/Young adulthood/to 38Catered Experiences/ “Desires to be served by others”/Middle adulthoodBeing Experiences/“Desires for transcending experiences”/Late adulthoodSource: David Wolfe and Robert Ageless Marketing


Brand loyalty stable or unstable fickle serial monogamy a personal odyssey tom peters 0411 07
Brand Loyalty: Stable miserably unsuccessful.orUnstable/Fickle?Serial Monogamy: A Personal OdysseyTom Peters/0411.07


Part 1 3 tom peters excellence always new master 21 august 2008

Beer: miserably unsuccessful. National Boh to Bud to Anchor Steam to ZilchCar: Chevrolet (1942-1962) to misc to SubaruBiz Clothes: Various warehouses to Brooks to Nordstrom to MilanBiz: Big (U.S. Navy, McKinsey) to Small (de facto self-employed)Sports clothes: Misc-cheap to NorthfaceSpouse: “Sexy broad” (wife #1) to Best friend/Brainy (+sexy)School: Cornell to Stanford to RISD (Go Nads!)Pens: Cross to BicFood: Safeway to Whole FoodsMusic: Beatles to QueenHome Furnishings: With it to ComfortableHome: SF Bay Area to West Tinmouth VTFavorite sport: Lacrosse-Crew to Speed Walking-Trekking-RowingFavorite MLB, NFL: Orioles-BaltimoreColts to A’s-Raiders (Warriors!)Favorite magazine:Life to WiredFavorite media: Print-Radio to Web-RadioFavorite airline: TWA to American to LufthansaHome: East to WestVacations: USA to New Zealand Price: Cheap to Varied (Wal*Mart to Milan)Hotel: Ramada/Holiday Inns to Four Seasons/Leading HotelsRestaurants: McDonald’s to Hole in the wall Stores: Misc/Big to Little shopsLoyalty: Serial monogamy (just as loyal now as then; “love ’em, then leave ’em”)


Part 1 3 tom peters excellence always new master 21 august 2008

“Older people have an image problem. As a culture, we’re conditioned toward youth. … When we think of youth, we think ‘energetic and colorful;’ when we think of middle age or ‘mature,’ we think ‘tired and washed out.’ and when we think of ‘old’ or ‘senior,’ we think either ‘exhausted and gray’ or, more likely, we just don’t think. … The financial numbers are absolutely inarguable—the Mature Market has the money. Yet advertisers remain astonishingly indifferent to them. …”—Marti Barletta, PrimeTime Women


Part 1 3 tom peters excellence always new master 21 august 2008

“The mature market cannot be dismissed as entrenched in its brand loyalties.”—Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders


Part 1 3 tom peters excellence always new master 21 august 2008

“Advertisers pay more to reach the kid because they think that once someone hits middle age he’s too set in his ways to be susceptible to advertising. … In fact, this notion of impressionable kids and hidebound geezers is little more than a fairy tale, a Madison Avenue gloss on Hollywood’s cult of youth.”—James Surowiecki (The New Yorker/04.01.2002)


Part 1 3 tom peters excellence always new master 21 august 2008
Women’s Trifecta+ that once someone hits middle age he’s too set in his ways to be susceptible to advertising. … *Buy/all *Wealth/all *Lead/better+Eclipse of males/whoops(Retire-old/Poorly educated-young)


Boomers geezers women s trifecta buy all wealth all time left lots eclipse of males retire die
Boomers’-Geezers’-Women’s Trifecta+ that once someone hits middle age he’s too set in his ways to be susceptible to advertising. … *Buy/all *Wealth/all *time left/lots*Eclipse of males/retire-die


Part 1 3 tom peters excellence always new master 21 august 2008

Caroline Flint, Housing Minister, UK: that once someone hits middle age he’s too set in his ways to be susceptible to advertising. … “lifetime homes,” all “wheelchair friendly” by 2013, 16 features including ground floor toilet, wide stairways take stair-lift, gently sloping approach to front door, low window sills, walls easy adaptation, doors and hallways wide enough for wheelchair; applies to all public housing by 2011, 2010 standards for private sector if not prior voluntary compliance

Source: Guardian 0225.08


End part 1 3
End that once someone hits middle age he’s too set in his ways to be susceptible to advertising. … Part 1.3