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EXCELLENCE. ALWAYS. Tom Peters/XAlways/29April2006/v366. Manhole Cover Madness and More …. Chicagoland’s Mystery Disappearances …. New Econom y ?! Sergey + Larry > Harvard/ 370. New Economy?! Genentech09, Amgen09 > Merck09 (70K-3/394B-5). EXCELLENCE. THE MANDATE.

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slide7

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

slide8
“If you don’t like change, you’re going to like irrelevance even less.”—General Eric Shinseki, Chief of Staff. U. S. Army
reward excellent failures punish mediocre successes phil daniels sydney exec
“Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec
slide13

“In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.”—Fast Company /October2003

slide17

A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. “What, if anything,” he asked, “do you believe ‘for sure’?”I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to me—and I started jotting down notes on stuff I do indeed believe “for sure.” Before I knew it, a few days later, the list had grown to 209 items. Hence “The Irreducible209” that follows.Tom Peters

p eople p roduct e xecution e nthusiasm r elentless r e invent e xcellence
People.Product.Execution.Enthusiasm.Relentless.Re-invent.Excellence.People.Product.Execution.Enthusiasm.Relentless.Re-invent.Excellence.
s y non y ms purity transcendence virtue elegance majesty anton y ms mediocrity
SynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocritySynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocrity
slide26

Excellence1982: The Bedrock “Eight Basics”

1. A Bias for Action

2. Close to the Customer

3. Autonomy and Entrepreneurship

4. Productivity Through People

5. Hands On, Value-Driven

6. Stick to the Knitting

7. Simple Form, Lean Staff

8. Simultaneous Loose-Tight

Properties”

slide27

What is In Search of Excellence all about:People. Emotion. Engagement. Exuberance. Action-Execution. Empowerment. Independence. Initiative. Imagination. Great Stories. Incredible Adventures. Trust. Caring. Fun. Joy. Customer-centrism. Profit. Growth. “Brand You.” “Dramatic Differences.” Experiences that Make You “Gasp.” Excellence. Always.

slide28

ExIn*: 1982-2002/Forbes.comDJIA: $10,000 yields $85,000EI: $10,000 yields $140,050*Excellence Index/Basket of 32 publicly traded stocks

slide31

The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.

slide32

Business* ** (*at its best):An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others.*****Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

s y non y ms purity transcendence virtue elegance majesty anton y ms mediocrity1
SynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocritySynonymsPurityTranscendenceVirtueEleganceMajestyAntonymsMediocrity
slide41

LessonsNeed-drivenA thousand “parents”MessyEvolutionary“Trivial”Experimentationtrial & ERRORLoooong time for systemic adaptation/s(many innovations) (bill of lading, standard time)Not …“Plan-driven”The product of “Strategic Thinking/Planning”The product of “focus groups”

slide42

“Consultants have drained a good deal of the life from our democracy. Specialists in caution, they fear anything they haven’t tested.”—Joe Klein, Politics Lost

no day passed not one without medication errors don berwick on his wife s hospital stay
“No day passed—notone —without medication errors.”—Don Berwick, on his wife’s hospital stay
slide48

First-level Scientific SuccessFanaticismPersistence-Dogged TenacityPatience (long haul/decades)-Impatience (in a hurry/”do it yesterday”)PassionEnergyRelentlessness (Grant-ian) EnthusiasmDriven (nuts!) (Brutal?) CompetitivenessEntrepreneurialPragmatic (R.F!A.)Scrounge (“gets” the logistics-infrastructure bit)Master of Politics (internal-external)Tactical GeniusPursuit of (Oceanic) Excellence!High EQ/Skillful in Attracting + Keeping Talent/MagneticProlific (“ground up more pig brains”)EgocentricSense of History-DestinyFuturistic-In the MomentMono-dimensional (“Work-life balance”? Ha!)Exceptionally IntelligentExceptionally Clever (methodological shortcuts/methodological genius)Luck

slide49

First-level Scientific Success/Short FormScientific Success (Nobel-level) = Genius + Execution + Master of Soft Skills + Enthusiasm + Magnetism + Destiny (sense of) + Energy

slide50

Biz Bonanza

Success = DDMMSTERL/

"D-squared, M-squared, STERL” = DramaticDifference + “Business” Acumen/Money + Good “Marketing” Instinct/“Ice-to-Eskimos” Sales Skills + Stellar Talent + Aim for Excellence + Resilience/Tenacity/Adaptability + Luck(The “Necessary Nine”: What Every Small Biz Requires to Excel.) (Big, too.)

slide53

AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ AdventurersUS Steel … Ford … Toyota … Sears … GM … ITT …The Gap …Limited …Wal*Mart…Tesco…P&G … 3M …Intel… IBM …Apple…Nokia…Cisco… Dell… MCI … Sun …Microsoft…Google… Enron …Schwab…GE… Laker … Southwest … People Express …Ogilvy…Virgin…eBay…Amazon… Sony…Amgen…BMW… CNN … Nike

slide54

Built to Last vs Built for Impact“But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it will become ever more fleeting.The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a short space of time, rather than to live forever.”—Kjell Nordström and Jonas Ridderstråle, Funky Business

slide57

The “Small Guys” Guide: Wallop Wal*Mart16

*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)

*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)

*“Dramatically Different” (La Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)

*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)

*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

slide63

“The ‘surplus society’ has a surplus of similar companies, employing similarpeople, with similareducational backgrounds, coming up with similarideas, producing similarthings, with similarprices and similarquality.”Kjell Nordström and Jonas Ridderstråle, Funky Business

slide64

The “Small Guys” Guide: Wallop Wal*Mart16

*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)

*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)

*“Dramatically Different” (La Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)

*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)

*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

slide65

“This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive looking in the rearview mirror.The thing that all these companies have in common is that they have nothing in common.They are outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/02.2003

slide66

The “Small Guys” Guide: Wallop Wal*Mart16

*Hands-on, emotional leadership. (“We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!”)

*A community star! (“Sell” local-ness per se. Sell the hell out of it!)

*An incredible experience, from the first to last moment—and then in the follow-up! (“These guys are cool! They ‘get’ me! They love me!”)

*DESIGN DRIVEN! (“Design” is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.)

slide67

The “Small Guys” Guide: Wallop Wal*Mart16

*Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!)

*Sophisticated use of information technology. (Small-“ish” is no excuse for “small aims”/execution in IS/IT!)

*Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.)

*Innovative! (Must keep renewing and expanding and revising and re-imagining “the promise” to employees, the customer, the community.)

slide68

The “Small Guys” Guide: Wallop Wal*Mart16

*Brand-Lovemark* (*Kevin Roberts) Maniacs! (“Branding” is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche “lovemark.”)

*Focus on women-as-clients. (Most don’t. How stupid.)

*Excellence! (A small player … per me … has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right—one damn day and client experience at a time!—to beat the Big Guys in your chosen niche!)

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7x 730a 800p f12a 93 03 10 yr annual return cb 29 wm 17 hd 16 mkt cap 48 p a
7X. 730A-800P. F12A.**’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
it s simple really tom hire for s and above all p romote for s starbucks middle manager field
“It’s simple, really, Tom. Hire fors, and, aboveall, promote fors.”—Starbucks middle manager/field
slide82

And the Winner is …1. Audacity of Vision2. Innovation/R&D/Design3. Talent Acquisition & Development4. Resultant “Experience”5. Strategic Alliances6. Operations7. Financial Management8. Overall/Sustaining Excellence9. “Wow!”10. Lovemark!

slide84

Top 10 “Tattoo Brands”*Harley .… 18.9%Disney .... 14.8Coke …. 7.7Google .... 6.6Pepsi .... 6.1Rolex …. 5.6Nike …. 4.6Adidas …. 3.1Absolut …. 2.6Nintendo …. 1.5*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

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slide91
“To be a leader in consumer products, it’s critical to have leaders who represent the population we serve.”—Steve Reinemund/PepsiCo
slide94
Good Thinking, Guys!“Kodak Sharpens Digital Focus On Its Best Customers:Women”—Page 1 Headline/WSJ/0705
slide97

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

slide98

The Perfect Answer

Jill and Jack buy slacks in black…

s y non y ms purity transcendence virtue elegance majesty anton y ms mediocrity4
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slide107

Add It Up!Doing it right(“Men buy things that other men will buy for women. I buy things that women want.”—successful jeweler/F)Greater workforce/global participation rate(“bigger contributor to GDP growth than technology, China, India”)Higher wages(more seniority, promotions—even if not to CEO)Women-owned businesses(answer to the Glass Ceiling)

slide111
44-65: “New Customer Majority” **45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder
slide112

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

slide113
“Baby-boomer Women: The Sweetest of Sweet Spots for Marketers”—David Wolfe and Robert Snyder, Ageless Marketing
slide114

“WOMAN of the Year: She’s the most powerful consumer in America. And as she starts to turn sixty this month, the affluent baby boomer is doing what she’s always done—redefining herself.”—Joan Hamilton, Town & Country, JAN06

slide118
Fastest growing demographic: Single-person Households (>50% in London, Stockholm, etc)Source: Richard Scase
slide119

% of homes purchased by single women: 1981, 10%; 2005, 20%% of homes purchased by single men: 1981, 10%; 2005, 9%Source: USA Today/02.15.06

slide123

73. Exercise.

74. Paint. (Leader. Portraits of Excellence.)

75. Best story wins.

76. “You must be the change you wish

to see in the world.”

77. Two “big ones.” Max. (Priorities.)

78. No “I” in Team. (“I” in Win.)

79. “I” in Win. (No “I” in Team.)

80. Different 1, Better 0. (Better = 0.1)

81. Imitation = Mistake. (Learn, from who?)

82. Choose/battle the “right” competitor.

83. Schools. Creativity. Entrepreneurship.

(Not.)

84. MBAs. Creativity. Entrepreneurship.

Leadership. (Not.)

85. Design. Under-rated. Wildly.

(Still.) (Everything.)

slide126

And the “M” Stands for … ?Gerstner’s IBM:“Systems Integrator of choice.”/BW(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )IBM Global Services*(*Integrated Systems Services Corp.):$55B

slide127

“By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. … However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, but the game has changed forever.Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future.”—Narayana Murthy, chairman’s letter, Infosys Annual Report

big brown s new bag ups aims to be the traffic manager for cor p orate america headline bw 2004
“Big Brown’s New Bag: UPS Aims to Be theTraffic Manager for Corporate America”—Headline/BW/2004
slide129
“SCS”/Supply Chain Solutions: 750 locations; $2.5B; fastest growing division; 19 acquisitions, including a bankSource: Fast Company
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there is no job that is america s god given right anymore carly fiorina hp january2004
“There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004
slide135

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

slide140

A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:

First:Separating financial forecasting and performance measurement.Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.

Second:Putting HR on a par with finance and marketing.

slide141
Are you the …“Principal Engine of Value Added”*Eg: Your R&D budget as robust as the New Products team?
slide143

117. Negotiation. Make all winners.

(Save face.)

118. Grace makes enemies friends.

119. Network.

120. Invest in relationships.

(Think ROIR. Return On

Investment inRelationships.)

118. Relationship investment. Forethought.

Calendar item. Intensity.

119. Innovation. Easy. (Hang out

with weird.)

120. Weird = Win. (Weird times.)

121. “The bottleneck is at the top

of the bottle.”

122. Good Board = Weird Board.

(At least, surprising.)

123. No contention, no progress.

slide147

Core Mechanism:“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)

slide150

The PSF35: The Work & The Legacy1.CRYSTAL CLEAR POINT OF VIEW

(E very Practice Group: “If you can’t explain your position in eight

words or less, you don’t have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what

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

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

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

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

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

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

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

WORD (IDEA) “RADICAL”

slide153

R.POV8**Remarkable Point Of View/8 Words or less/“If you can’t state your position in eight words or less you don’t have a position.”—SG

slide154

The PSF35: The People & The Leadership18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD)19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old,

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

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

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

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

Mentoring-Team Building Skills

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

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

and to Infuse Different Views

slide155

The PSF35: The Firm & The Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is

my message”—Gandhi)

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

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

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

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

CIRQUE DU SOLEIL

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

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

of View Worth BROADCASTING: “You must be the

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

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

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

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

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

fringe”—Jack Welch)

slide156

The PSF35: The Firm & The Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life

is my message”—Gandhi)

29. Excellence+ in EXECUTION… 100.00% of the Time30. “Drop everything”/“Swarm” to Support a Harried-On

The Verge Team31. SPEND ON R&D LIKE A TECH FIRM.

32. A PROPRIETARY METHODOLOGY (FBR, McKinsey,

Chiat Day, IDEO, old EDS)

33. BRAND MANIACS(Organize Around a Point of View Worth

BROADCASTING)

34. PASSION! ENTHUSIASM!

35.EXCELLENCE. ALWAYS.

slide160

PSF (Professional Service Firm) + BY (Brand You) + WP (WOW Projects) + DD (Dramatic Difference) + E (Excellence) = UVA (Unassailable Value-Added)

slide161

Static/ImitativeIntegrity.Quality.Excellence.Continuous Improvement.Superior Service (Exceeds Expectations.)Completely Satisfactory Transaction.Smooth Evolution.Market Share.Dynamic/DifferentDramatic Difference!Disruptive!Insanely Great! (Quality++++)Life-(Industry-)changing Experience!Game-changing!WOW!Surprise!Delight!Breathtaking!Punctuated Equilibrium!Market Creation!

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slide165

WDCP*: $150 to remove “problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay.*“Wildlife Damage-control Professional”Source: WSJ

slide168

Fleet ManagerRolling Stock CostMinimization Officervs/orChief of Fleet Lifetime Value MaximizationStrategic Supply-chain ExecutiveCustomer Experience Director (via drivers)

big brown s new bag ups aims to be the traffic manager for cor p orate america headline bw 20041
“Big Brown’s New Bag: UPS Aims to Be theTraffic Manager for Corporate America”—Headline/BW/2004
slide171

“Typically in a mortgage company or financial services company, ‘risk management’ is an overhead, not a revenue center. We’ve become more than that.We pay for ourselves, and we actually make money for the company.”—Frank Eichorn, Director of Credit Risk Data Management Group, Wells Fargo Home Mortgage (Source: sas.com)

slide173

Back to the Future: The “PSF”/ “Brand You” Idea Circa 1900*William James (“What Makes a Life Significant”/1899):“men with no trade” “must sell to the highest bidder their mere muscular strength for so many hours per day”* “Brand You”/2005 = “Tradesman”/1899

slide174

“Purchasing Officer” Thrust #1:Cost (at All Costs*) Minimization Professional?Or/to:FullPartner-Leader in Lifetime Value-added Maximization?(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)

slide175

HCare CIO: “Technology Executive”(workin’ in a hospital)Or/to:Full-scale, Accountable(life or death) Member-Partner of XYZ Hospital’s Senior Healing-Services Team(who happens to be a techie)

slide176

PSF Transformation: Credit Department/TrekWasIsCredit Dept Financial ServicesHammer on dealers until Make dealers successful so theythey pay CAN payAR sold to 3rd party Trek is the commercial financialcommercial co. Company23 employees 12 employeesOversee peak AR of $70M Oversee peak AR of $160MIdentify risky dealers Identify opportunitiesCost Center Profit CenterNo products Products: Consulting, MC/Visa, Stored value of gift cards, Gift card peripherals, Online paymentsSource: John Burke/0330.06

the value added ladder opportunity seeking gamechanging solutions services goods raw materials
The Value-added Ladder/Opportunity-seekingGamechanging SolutionsServicesGoods Raw Materials
slide180
Are you the …“Principal Engine of Value Added”*Eg: Your R&D budget as robust as the New Products team?
slide181

I. LAN Installation Co. (3%)II. Geek Squad. (30%.)III. Acquired by BestBuy.IV. Flagship of BestBuy Wholesale “Solutions” Strategy Makeover.

the value added ladder opportunity seeking gamechanging solutions services goods raw materials1
The Value-added Ladder/Opportunity-seekingGamechanging SolutionsServicesGoods Raw Materials
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slide188

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

slide189

“ClubMed is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an entirely new ‘me.’ ”Source: Jean-Marie Dru, Disruption

slide190

“The [Starbucks] Fix” Is on …“We have identified a ‘third place.’ And I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.”Nancy Orsolini, District Manager

slide191

Experience: “Rebel Lifestyle!”“What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.”Harley exec, quoted in Results-Based Leadership

slide193
The Value-added Ladder/Memorable ConnectionSpellbinding ExperiencesGamechanging SolutionsServicesGoods Raw Materials
slide195

Q: “Why did you buy Jordan’s Furniture?”A: “Jordan’s is spectacular.It’s all showmanship.”Source: Warren Buffet interview/Boston Sunday Globe/12.05.2004

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DREAM: “A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be.”—Gian Luigi Longinotti-Buitoni

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The Marketing of Dreams (Dreamketing)Dreamketing:Touching the clients’ dreams.Dreamketing:The art of telling storiesand entertaining.Dreamketing: Promote the dream, not the product.Dreamketing:Build the brand aroundthe main dream.Dreamketing:Build the “buzz,” the“hype,” the “cult.”Source: Gian Luigi Longinotti-Buitoni

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The Value-added Ladder/EmotionDreams Come TrueSpellbinding Experiences Gamechanging SolutionsServicesGoods Raw Materials
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Furniture vs. Dreams“We do not sell ‘furniture’ at Domain.We sell dreams.This is accomplished by addressing the half-formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks.We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result.”— Judy George, Domain Home Fashions

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“The sun is setting on the Information Society—even before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the computer. We stand facing the fifth kind of society: the Dream Society. … Future products will have to appeal to our hearts, not to our heads. Now is the time to add emotional value to products and services.” —Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business

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“What Isn’t Matter Is What Matters”—section title, Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

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Gas ………….….. $1.75 per gallonLipton Iced Tea .. $9.52 per gallonOcean Spray …... $10.00Gatorade ……….. $10.17Diet Snapple …... $10.32STP brake fluid .. $33.60Pepto-Bismol ….. $123.20Vicks NyQuil …... $178.13Evian water ……. $21.19($50B-$200B)Source: Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell (2004)

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All Equal Except …“At Sony we assume that all products of our competitors have basically the same technology, price, performance and features.Design is the only thing that differentiates one product from another in the marketplace.”—NorioOhga

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“We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design.Design is the fundamentalsoul of a man-made creation.”—Steve Jobs

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“With its carefully conceived mix of colors and textures, aromas and music,Starbucksis more indicative of our era than the iMac. It is to the Age of Aesthetics what McDonald’s was to the Age of Convenience or Ford was to the Age of Mass Production—the touchstone success story, the exemplar of all that is good and bad about the aesthetic imperative. …‘Every Starbucks store is carefully designed to enhance the quality of everything the customers see, touch, hear, smell or taste,’writes CEO Howard Schultz.”-—Virginia Postrel, The Substance of Style: How the Rise of AestheticValue Is Remaking Commerce, Culture and Consciousness

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Hypothesis: “Design” is the principle “metaphor” for the encompassing Value-added Imperative!
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“Storytelling is the core of culture.”—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell
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“Leaders don’t just make products and make decisions. Leaders make meaning.”– John Seely Brown
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Best Story Wins!“A key – perhaps the key – to leadership isthe effective communication of a story.”—Howard Gardner/Leading Minds: An Anatomy of Leadership

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Exercise: Take a complex financial-market-strategic analysis you are preparing to present—and convert it into a high-impact, mountain-moving number-less story.**Shell’s (et al.) “scenario planning”

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“ ‘MADE IN TAIWAN’: From Cheap Manufacturing to Chic Branding”—Headline/Advertising Age/06.05
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London circa 1976: “You can’t build a ‘real economy’ on services, finance, advertising, etc.”London circa 2006: deliberately aims to be the “capital of the 21st century”

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163. Own up. Quick. ( Denial. Cancer.)164. Celebrate. Often.165. 78 people = 78 approaches. (Each. Unique.)166. Weed. Ceaselessly. (Prune. Stupid. Rules. Non-stop.)167. Get out of the way. (You = The problem.)168. Smile. Sunny. Optimism. (If it kills you.)169. Flowers. (Cheery workplace.)170. Enjoy. (Or get the hell.)171. Be intolerant of “sour.” (1 = Major pollution)172. No “quick trigger” on promotion. (Too important.)173. Evaluation = Lots of study-time.174. Evaluation = “Life or death” to evaluee.175. “360” evaluation. No fad.176. Exit when you’re done. (Done. Sooner than you think.)

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

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“In 1933, Thomas J. Watson Sr. gave a speech at the World’s Fair, ‘World Peace through World Trade.’We stood for something, right?”—Sam Palmisano

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

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

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Charles Handy on the “Alchemists”:“Passion was what drove these people, passionfor their product, passionfor their cause.If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong.Passionas the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly,passionis not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.”

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First-level Scientific SuccessFanaticismPersistence-Dogged TenacityPatience (long haul/decades)-Impatience (in a hurry/”do it yesterday”)PassionEnergyRelentlessness (Grant-ian) EnthusiasmDriven (nuts!) (Brutal?) CompetitivenessEntrepreneurialPragmatic (R.F!A.)Scrounge (“gets” the logistics-infrastructure bit)Master of Politics (internal-external)Tactical GeniusPursuit of (Oceanic) Excellence!High EQ/Skillful in Attracting + Keeping Talent/MagneticProlific (“ground up more pig brains”)EgocentricSense of History-DestinyFuturistic-In the MomentMono-dimensional (“Work-life balance”? Ha!)Exceptionally IntelligentExceptionally Clever (methodological shortcuts/methodological genius)Luck

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Organizing Genius / 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.”

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Leadership’s Mt Everest/Mt Excellence“free to do his or her absolute best” … “allow its members to discover their greatness.”
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Our MissionTo 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

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

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Core Mechanism:“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)

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“There is no job that is America’s God-given right anymore.”—Carly Fiorina/HP/January2004
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“You are the storyteller of your own life, and you can create your own legend or not.”—Isabel Allende
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“Nobody can prevent you from choosing to be exceptional.”—Mark Sanborn, The Fred Factor

“To live is the rarest thing in the world. Most people exist,

that is all.”–Oscar Wilde

“Make your life itself a creative

work of art.”—Mike Ray, The Highest Goal

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“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

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“The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!”—RG
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“To change minds effectively, leaders make particular use of two tools: the stories that they tell and the lives that they lead.” —Howard Gardner, Changing Minds

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“When I climb Mount Rainier I face less risk of death than I’ll face on the operating table.”—Don Berwick, “Six Keys to Safer Hospitals: A Set of Simple Precautions Could Prevent 100,000 Needless Deaths Every Year,” Newsweek (1212.2005)

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Quality(100K+ deaths)“Evidence/Outcomes-based” medicineIS/IT-in-health(care) revolutionWellness/PreventionHealth“care” to Health “culture” transformationWash your hands!Home-care (as the population rapidly ages)Med-school re-orientation “Public health” emphasisChildhood ObesityMind-boggling (15 years?) social-moral-technological impact of life sciences (“the Singularity”?)H5N1/WMDs/Environmental degradationRisk assessment (private, public)Market opportunityPublic vs/+ Private responsibilities & partnerships Africa! (Unconscionable failure to attend to/staggering Health consequences for all)

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Re-imagine Healthcare: Reportcard2006Evidence-based/Outcomes-based ……………….………...... DPay-for-performance ………………………………………….… DIS/IT (general) ………………………………..………………..…. C-Use of information (for decisionmaking-measurement) .… C-EMR (Electronic Medical Records) ……………………..….... C-/DCPOE (Computerized Physician Order Entry) ……….……. C-/DQuality/100K+ unnecessary deaths …………..……… D-(kind)Acute care to chronic care-home care shift ………….….... D/D-Acute-care to Prevention/Wellness Obsession…..… D/D-Patient-centric/Client-centric………………………………….. DDocs’ acceptance of “evidence-based” …………............… D/D-“Revolutionary”-intensity Incentives re evidence …..……. D-

Childhood obesity epidemic …………………………….. D-

H5N1 preparedness ………………………………….…….. DCorporate focus on Prevention/Wellness…………..…..…..... C-/DIndividual focus on Prevention/Wellness…………………..… DIndividuals’ health education/self-management …….…...…. C-Workforce acceptance of self-responsibility ….…….…...….. C-Workforce transition to “Brand You” attitude……..……..….. C-/D

3 March 2006/Tom Peters

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“If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy Neighbor andWash Your Hands. A close third would be Move, Move, Move.”—Mark Pettus, M.D., The Savvy Patient“The most important thing you can do to keep from getting sick is to wash your hands.”—CDC/National Center for Infectious Diseases

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188. Handshake. (Quantity. Quality.)189. Don’t fold your hands in front of your chest. Ever. (Never.)190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.)191. Employee Entrance =Guest Entrance.192. Put the customer SECOND. (Thanks, Hal.)193. Flowers. (Or did I say that before? No matter if I did.)194. Big Mergers don’t work. Small acquisitions can/do work—if you don’t screw with their energy.

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“‘Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.”—Brian Joffe/BIDvest
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“HOW THE COAST GUARD GETS IT RIGHT”—Headline, Time, 10.31.2005*Autonomy*Flexibility*“Perhaps the most important distinction of the Coast Guard is that it trusts itself”

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“Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.”– Peter Drucker
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“Execution is the jobof the business leader.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
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“Execution isasystematic processof rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

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“This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.You may think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

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“While many people big oil finds with big companies, over the years about 80 percent of the oil found in the United States has been brought in by wildcatters such as Mr Findley, says Larry Nation, spokesman for the American Association of Petroleum Geologists.”—WSJ, “Wildcat Producer Sparks Oil Boom in Montana,” 0405.2006

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A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”“Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.”The man agreed to the terms, and handed over the envelope.JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent.And paid him the agreed-upon $25,000 …

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1. Every morning, write a list of the things that need to be done that day.2.Do them.Source: Hugh MacLeod/tompeters.com/NPR
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“Never forget implementation boys. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” —Al McDonald

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“I saw that leaders placed too much emphasis on what some call ‘high-level strategy,’ on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative—and then nothing would come of it.”—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

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“The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people.But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed, you’ll always do better with the second person.” —Larry Bossidy/Execution: The Discipline of Getting Things Done

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“You only find oil if you

drill wells.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

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“Realism is the heart of execution.” —Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done
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“robust dialogue”—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
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“GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.”—Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

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“This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character:Grant had an extreme, almost phobic dislike of turning back and retracing his steps.If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on—turning back was not an option for him.”

—Michael Korda, Ulysses Grant

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The greatest dangerfor most of usis not that our aim istoo highand we miss it,but that it istoo lowand we reach it.Michelangelo
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“Beware of the tyranny of making SmallChanges to SmallThings. Rather, make Big Changes to BigThings.”—Roger Enrico, former Chairman, PepsiCo

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“Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec
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Kevin Roberts’ Credo1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10. Avoid moderation!

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Insanely Great Language!

“Insanely Great.”

—Steve Jobs

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Radically Thrilling Language!

“Radically Thrilling.”

—BMW Z4 (ad)

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“Astonish me!” /S.D.“Build something great!” /H.Y.“Make it immortal!” /D.O.
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“In classical times when Cicero had finished speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ‘Let us march.’”—Adlai Stevenson

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A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, Gary Hamel, Jim Collins, etc. Finally, he’d had enough. “What, if anything,” he asked, “do you believe ‘for sure’?” I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to me—and I started jotting down notes on stuff I do indeed believe “for sure.” Before I knew it, a few days later, the list had grown to 209 items. Hence “The Irreducible209” that follows.Tom Peters

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1. Hare 1, Tortoise 0. (Hare-y times.)

2. Tempo. (O.O.D.A.)

3. MBWA.

4. Appreciation. (“Motivator” #1.)

(Can’t be faked. Good.)

5. Decency.

6. Hurry.

7. Time out.

8. One matters.

9. Big change. Short time. (Alt not work.)

10. Excellence. Always.

11. Passion. Energy. Hustle. Enthusiasm.

Exuberance. (Move mountains. No alt.)

12. You must care.

13. Emotion.

14. Hard is soft. (Soft is hard.)

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15. Men. Women. Different. Contend. Connect.

16. Women. Buy. All. (RU listening?)

17. Quality. (“Mind-blowing.” Beyond 6-Sigma.)

18. Re-invent. Re-pot. (Required.)

19. Jaywalk.

20. Big change. Small # of people. (Always.)

21. Experiment. Now.

22. Failure. Normal.

23. Most failures, most success.

(Fail. Forward. Fast.)

24. “Reward excellent failures. Punish

mediocre successes.”

25. Women leaders. (Altered times.)

26. Extremism. (Good business. Bad politics.)

27. Innovation source. Only. Extreme irritation.

28. Smile.

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29. You must care.

30. Mentor. (Highest ROI.)

31. Best “roster” wins.

32. Wow. (Okay in biz.)

33. We all have customers. (Biz. Personal.)

34. All contacts = Experiences.

35. Cirque du Soleil. (Peerless.)

36. Leaders create space for growth.

37. Quests. (Only.)

38. High aspirations, “high” results.

(Self-fulfilling prophecy.)

39. Attitude 1, Skills 0. (Mostly.)

(Attitude 1, Skill 0.3?)

40. Sometimes: Skill 1, Attitude 0.1.

41. Must “love,” not “like.”

42. Wegman’s.” (No excuses. “Mere” groceries.)

43. Less than your best. Cheating.

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44. Brand You. (No alt.)

45. Self-sufficiency. (Biggest LT turn-on.)

46. In the moment.

47. The moment wins.

48. Tomorrow = Never.

49. Action 1, Plan 0.1.

50. “Execution” can be a “system.”

51. Realism.

52. Own up. Move on.

53. Accountability.

54. Work hard > Work smart. (Mostly.)

55. Feedback. Necessary. Fast. (R.F.A. in

“RFA times.”)

56. Customers. Listen. Lead. (Paradox.)

57. “On stage.” Always. (GW, FDR, RG =

Supreme actors.)

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58. Master statistical analysis.

59. Excellence = Set the table.

60. Legacy. (Will it have mattered?)

61. “Great.” (Why not?)

62. Radicals rule. (Think … Olympics.)

63. !!! = Good.

64. Red 1, Brown 0. (Red times.)

65. Talk. Listen. (“Big 2.” Master.)

66. Politics. (Normal-inevitable state

of affairs. Master.)

67. Student. Forever.

68. “Why?” (Question #1.)

69. Don’t belittle.

70. Respect.

71. All we have: this moment.

(“Moments matter most”?)

72. Now. (Procrastination. Death.)

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73. Exercise.

74. Paint. (Leader. Portraits of Excellence.)

75. Best story wins.

76. “You must be the change you wish

to see in the world.”

77. Two “big ones.” Max. (Priorities.)

78. No “I” in Team. (“I” in Win.)

79. “I” in Win. (No “I” in Team.)

80. Different 1, Better 0. (Better = 0.1)

81. Imitation = Mistake. (Learn, from who?)

82. Choose/battle the “right” competitor.

83. Schools. Creativity. Entrepreneurship.

(Not.)

84. MBAs. Creativity. Entrepreneurship.

Leadership. (Not.)

85. Design. Under-rated. Wildly.

(Still.) (Everything.)

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86. You = Calendar. (Calendar. Never. Lies.)

87. Laugh.

88. Handshake. (Quantity. Quality.)

89. Don’t fold your hands in front of your chest. Ever. (Never.)

90. Grace. (“Works” in biz.)

91. Weird. Wins. (Weird times.)

92. Crazy times. Crazy orgs.

93. Internet. All.

94. Women. Boomers-Geezers. Market. All.

95. Passion. (Repeat. So what?)

96. Energy. (Repeat. So what?)

97. Hustle. (Repeat. So what?)

98. Enthusiasm. (Repeat. So what?)

99. Exuberance. (Repeat. So what?)

100. Smile. (Repeat. So what?)

101. Care. (Repeat. So what?)

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102. Simplicity. Redundancy. Resilience. Bloody-

mindedness. Visible optimism. (Success.)

103. Act. (Repeat. So what?)

104. Appreciate. (Repeat. So what?)

105. Fun. (Biz. Why not?)

106. Joy. (Biz. Why not?)

107. Sales = Life.

108. Marketing = Life.

109. Long-term. “Top line.”

110. Great company = Creates the most

individual success stories. (RE/MAX)

111. Talent first, performance byproduct.

112. Sustained Wow* 1, “Shareholder

value,” 0.2 (*Product, People.)

113. Commitment, by invitation only.

114. Creativity, by invitation only.

115. HR = #1. (Ought to.)

116. Face-to-face. (5K miles, 5 minutes.)

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117. Negotiation. Make all winners.

(Save face.)

118. Grace makes enemies friends.

119. Network.

120. Invest in relationships. (Think ROIR.

Return On Investment inRelationships.)

118. Relationship investment. Forethought.

Calendar item. Intensity.

119. Innovation. Easy. (Hang out

with weird.)

120. Weird = Win. (Weird times.)

121. “The bottleneck is at the top

of the bottle.”

122. Good Board = Weird Board.

(At least, surprising.)

123. No contention, no progress.

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124. “Crucial conversations.” “Crucial

confrontations.” (Study. Learn. Do.)

125. Honest feedback.

126. Gaspworthy. Yes.

127. “Insanely great.”

128. “Astonish me.”

129. “Make it immortal.”

130. “Will you remember it in 20 years?”

131. No small opportunities. (Reframe.)

132. One playmate, one playpen = Enough.

133. End run. Sensible.

134. Allies are there for the finding.

135. Find successes. Build on successes.

(Pos > Neg. Encourage > Fix.)

136. Somebody’s doing it today. Find ‘em.

137. Someone is living 2016 in 2006.

(Find ‘em. Study ‘em.)

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138. Don’t “benchmark,” “futuremark.”

(2016. Happening. Somewhere.)

139. “PMA.” It works.

140. There are no experts. (You are the expert.)

141. Life is short.

142. “Sustained success.” Fat chance.

Make today matter. (“Sustained.” Ha.)

143. Collaborate. (Networked world.)

144. Go solo. (Individual. Unit of

Intellectual Capital.)

145. There are no “perfect” plans. (Do. Wins.)

146. Plans motivate. (Right or wrong.

Sense of purpose.)

147. Never rest.

148. Get some sleep.

149. Winning = Embracing paradox.

150. Ambiguity = Opportunity.

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151. Resilience.

152. Relentless-ness.

153. None. Above. Comeuppance.

(GM. Sears. U.S. Steel. DEC.)

154. Be yourself. Period.

155. Never work with jerks. Including

customers. (Life. Too short.)

156. Under-promise, over-deliver.

157. Talent. (Powerful word.)

158. “Customer = Anyone whose actions

affect your results.”

159. Competition stinks. (Seek the soft

spots where you can dominate.)

160. K.I.S.S./Keep It Simple, Stupid.

161. Beauty. (Good biz word.)

162. “See the beauty in a hamburger bun.”

(Go. Ray.)

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163. Own up. Quick. ( Denial. Cancer.)164. Celebrate. Often.165. 78 people = 78 approaches. (Each. Unique.)166. Weed. Ceaselessly. (Prune. Stupid. Rules. Non-stop.)167. Get out of the way. (You = The problem.)168. Smile. Sunny. Optimism. (If it kills you.)169. Flowers. (Cheery workplace.)170. Enjoy. (Or get the hell.)171. Be intolerant of “sour.” (1 = Major pollution)172. No “quick trigger” on promotion. (Too important.)173. Evaluation = Lots of study-time.174. Evaluation = “Life or death” to evaluee.175. “360” evaluation. No fad.176. Exit when you’re done. (Done. Sooner than you think.)

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177. Today. Now. My Project. Am. Is. I. Period.

178. “Beautiful” systems. (Good biz phrase.

Not oxymoron.)

179. Build on strengths > Fix weaknesses.

180. “To don’t” = “To do.” (“To don’t” >

“To do” ?)

181. Leaders “Do” People. (Period.)

182. Leaders enjoy leading.

183. Serious leadership training = Serious.

184. Priorities. Obvious. (Or else.)

185. 5 “Priorities” = 0 Priorities.

(3 “Priorities” = 0 Priorities?)

186. People. First. Last. Always.

187. It. Is. Always. The. People.

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188. Handshake. (Quantity. Quality.)189. Don’t fold your hands in front of your chest. Ever. (Never.)190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.)191. Employee Entrance = GuestEntrance.192. Put the customer SECOND. (Thanks, Hal.)193. Flowers. (Or did I say that before? No matter if I did.)194. Big Mergers don’t work. Small acquisitions can/do work—if you don’t screw with their energy.

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195. Instinctively “head for the front line.” (In all contexts.)196. Success = DDMMPR/"D-squared,

M-squared, PR” = DramDiff +

Money-Financial Acumen + Good

“Marketing” Instincts + Stellar People

+ Resilience (The “fab five”: What.

Every. Small. Biz. Needs.) (Big too.)

197. Core Mechanism (“Game-changing

Solutions”): PSF (Professional Service

Firm “model”) + Wow! Projects

(“Different” vs “Better”) + Brand You (“Distinct” or “Extinct”)

198. 2011/2016 has already happened.

Find it.

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199. Kids “know” kids. Oldies “know” oldies. Women “know” women. (Staff accordingly.)200. Everybody is my customer.201. Cosset “vendors.”202. I want to run a Housekeeping department. (And you?)203. The military doesn’t follow the “military model.” (Initiative = Excellence.)204. No such thing as “going to absurd lengths” to serve the Customer. (HSM & Lefties.)205. Forget the “customer.” All = “Clients.”206. It takes decades to get over “sleights.” (So don’t sleight.)207. Don’t “dumb down.” Ever.