All You Need to Know* *more or less (and in addition to the other speakers at GLAS)

1. All You Need to Know**more or less (and in addition to the other speakers at GLAS)Tom Peters/Global Leaders Africa Summit/Johannesburg/21June2006

2. 25

3. All You Need to Know**more or less (and in addition to the other speakers at GLAS)

4. Slides at …tompeters.com

5. TheIrreducible209

6. 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

7. 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.)

8. Astounding Tales

9. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

10. “The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years.Legally and financially, yes, but not structurally and economically.”—Peter Drucker

11. “This is a dangerous world and it is going to become more dangerous.”“We may not be interested in chaos but chaos is interested in us.”Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

12. ETC.

13. All You Need to Know**more or less

14. Cause

15. “Create a ‘cause,’ not a ‘business.’’ —Gary Hamel

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

17. “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

18. Quest

19. “I don’t know.”Source: Karl Weick

20. “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.”Source: Organizing Genius/Warren Bennis & Patricia Ward Biederman

21. Leadership’s Mt Everest“free to do his or her absolutebest” … “allow its members to discover their greatness.”

22. “The role of the Director is to create a space where the actor or actress can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance

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

24. “We are a ‘life Success Company”’—Dave Linegar, founder, RE/MAX

25. Best Story

26. “Storytelling is the core of culture.”—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

27. People

28. “Leaders‘do’ people.”—Anon.

29. Les Wexner:From sweaters to people!

30. “Connoisseur of Talent”Source: Colleague on PARC’s Bob Taylor

31. “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacificchanged 20 of his 40 box plant managers to put more talented, higher paid managers in charge.He increased profitability from $25 million to $80 million in 2 years.”—Ed Michaels, War for Talent

32. Brand = Talent.

33. 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

34. People II

35. Employees:“Are thereenoughweird peoplein the lab these days?”V. Chmn., pharmaceutical house, to a lab director

36. People III

37. 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.

38. DD$21M

39. Decency

40. “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

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

42. “The two most powerful things in existence: a kind word and a thoughtful gesture.”—Ken Langone

43. “Thank you”

44. Intangibles

45. “Hard is soft. Soft is hard.”**In Search of Excellence

46. Self-management

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

48. “You must bethe change you wish to see in the world.”Gandhi

49. You = Your Calendar

50. MBWA