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

1
All You Need to Knowmore or less (and in
addition to the other speakers at GLAS)Tom
Peters/Global Leaders Africa Summit/Johannesburg/2
1June2006
2
25
3
All You Need to Knowmore or less (and in
addition to the other speakers at GLAS)
4
Slides at tompeters.com
5
The Irreducible209
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, hed 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 meand 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.) (Cant 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 Knowmore 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
theyre really proud of, that theyll 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 Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree, Herman
Miller
18
Quest
19
I dont 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
Leaderships Mt Everestfree to do his or her
absolute best 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
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
23
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
24
We are a life Success CompanyDave
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 TalentSource Colleague on
PARCs Bob Taylor
31
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 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 talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
34
People II
35
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
36
People III
37
A review of Jack and Suzy Welchs 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. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance ie its
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
DD21M
39
Decency
40

• It was much later that I realized Dads 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 obviousdramatic personal
change! RG
48
You must be the change you wish to see in the
world.Gandhi
49
You Your Calendar
50
MBWA
51
A body can pretend to care, but they cant
pretend to be there. Texas Bix Bender
52
You cant lead a cavalry charge if you think you
look funny on a horse. John Peers, President,
Logical Machine Corporation
53
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
54
Conformity
55
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/08.11.03
56
The short road to ruin is to emulate the
methods of your adversary. Winston Churchill
57
Conformity II
58
The Bottleneck is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma? At the top!
Gary Hamel/Strategy or Revolution/Harvard
Business Review
59
Action
60
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
61
We have a strategic plan. Its called doing
things. Herb Kelleher
62
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
63
Action/Bedrock
64
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
65
Try ItTry ItTry It
66
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 youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter (80)
67
We made mistakes. Most of them were omissions we
didnt think of when we initially wrote the
software. We fixed them by doing it over and
over, again and again. We do the same today
While our competitors are still sucking their
thumbs trying to make the design perfect, were
already on prototype version No. 5. By the time
our rivals are ready with wires and screws, we
are on version No. 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by
Bloomberg
68
Screw It Up
69
Fail. Forward. Fast. High-tech Exec/PA
70
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
71
Sams Secret 1!
72
Tom, very simple. Sam was not afraid to fail.
David Glass to TP, on the occasion of Sams
induction into The Sales Marketing Hall of Fame
73
4/40
74
De-cent-ral-iz-a-tion!
75
Ex-e-cu-tion!
76
Ac-count-a-bil-ity!
77
615A.M.
78
Create
79
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
80
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
81
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
82
What We Know For Sure About InnovationBig
mergers by large dont workScale is
over-ratedStrategic planning is the last refuge
of scoundrelsFocus groups are counter-productive
Built to last is a chimera (stupid)Success
killsForgetting is impossibleRe-imagine is a
charming ideaOrderly innovation process is an
oxymoronic phrase ( Believed only by morons
with ox-like brains)Tipping points are easy to
identify long after they will do you any
goodFacts arentAll information making it to
the top is filtered to the point of danger and
hilaritySuccess stories are the illusions of
egomaniacs (and gurus)If you believe the
memoirs of CEOs you should be institutionalizedH
erd behavior (XYZ is hot) is ubiquitous and
amusingTop teams are DittoheadsCEOs have
little effect on performanceExpert prediction
is rarely better than rolling the dice
83
Revenue
84
Analysts preferred cost cutting, as long as
they could see two or three years of EPS growth.
I preached revenue and the analysts eyes would
glaze over. Now revenue is in because so many
got caught, and earnings went to hell. They said,
Oh my gosh, you need revenues to grow earnings
over time. Well, Duh! Dick Kovacevich, Wells
Fargo
85
CROChief Revenue Officer
86
SellSellSell
87
. Everyone lives by selling something.
Robert Louis Stevenson
88
SellSellSell
89
TAKE THIS QUICK QUIZ 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 days
events? Who is better at keeping in touch with
others?Source Selling Is a Womans Game 15
POWERFUL REASONS WHY WOMEN CAN OUTSELL MEN, Nicki
Joy Susan Kane-Benson
90
BonusTP.27 on Selling(Short)
(Personal)
91
Out-prepare!! (huge time commitment!)Learn the
culturePractice!Care-EmpathyListen-Empathetic
listening (SC)Listen-Body languageK.I.S.S.
(1-page summary. 1 1.)Enthusiasm-ENERGY-Authen
ticity!!OBVIOUS belief in productSelling
Solution-Success-Experience-Dream come
true-Love-Dramatic DifferenceSelling Better
STORY! (Best story wins)Selling Yourself!
(Brand you)Obvious Wow!No exaggeration!Spell
out commitments!SIMPLE timelineSell
inside-First! Thorough!Relationships-Way
down!!Time!!!! (Eg, build trust)Ooze
integrityIntroduce to rest of team, esp
mechanicsSBWA (5K for 5M)Remember
Close!Gotta-make-a-profit (be ready to walk
away!)Good lossDont dis competitors!!Make
her-him-target SUCCESSFUL (in a personal way)
92
Women BuyWomen Lead
93
Women are the majority market Fara
Warner/The Power of the Purse
94
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. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10.
Womens Market Opportunity No. 1.
95
The Perfect Answer
Jill and Jack buy slacks in black
96
(No Transcript)
97
10. Womens Market Opportunity No. 1.
98
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
99
10.6
100
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
101
Value-added
102
55B
103
And MasterCard Advisors
104
Value-added II
105
Disintermediation is overrated. Those who
fear disintermediation should in fact be afraid
of irrelevancedisintermediation is just another
way of saying that youve become irrelevant to
your customers. John Battelle/Point/Advertisin
g Age/07.05
106
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
107
Game-changing Solutions Core MechanismPSF
(Professional Service Firm model)Wow
Projects (Different vs Better)Brand
You(Distinct or Extinct)
108
Experience
109
?
110
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
111
CXOChief eXperience Officer
112
Love
113
Kevin Roberts Lovemarks!
114
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
115
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation.Steve Jobs
116
Focus
117
Dennis, you need a To-dont List !
118
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five. Not ten. Three. Richard
Haass, The Power to Persuade
119
K.I.S.S.
120
450/8
121
Danger S.I.O. (Strategic Initiative Overload)
122
Change
123
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
124
Im not comfortable unless Im
uncomfortable.Jay Chiat
125
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
126
Change II
127
We become who we hang out with!
128
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
129
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
130
Change III/BigChange
131
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
132
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
133
Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
134
BigBiggerBiggest??????
135
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
136
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987.SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997.Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
137
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
138
New Economy?!Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
139
Agressive
140
Nelsons secret Other admirals more
frightened of losing than anxious to win
141
Tempo
142
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
143
Kevin Richard
144
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint 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!
145
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.
146
Passion Enthusiasm
147
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
148
I am a dispenser of enthusiasm. Ben Zander
149
Enthusiasm the ultimate virus
150
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
151
Hustle
152
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
153
Sunny
154
A leader is a dealer in hope.Napoleon
155
Sunny II
156
Ronald Reagan radiated an almost transcendent
happiness. Lou Cannon
157
Aim High
158
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
159
Dream
160
Tell me, what is it you plan to do with your one
wild and precious life? Mary Oliver
161
HTSH Engage!Commit! Engage! Try! Fail! Get
up! Try again! Fail again! Try again! But never,
ever stop moving on! Progress for humanity is
engendered by those who join and savor the fray
by giving one hundred percent of themselves to
their dreams! Not by those timid souls who remain
glued to the sidelines, stifled by tradition, and
fearful of losing face or giving offense to the
reigning authorities.Key words Commit! Engage!
Try! Fail! Persist!HTST/Hands That Shape
Humanity, Tom Peters contribution to a Bishop
Tutu Foundation traveling exhibit
162
!
163
The Irreducible209
164
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, hed 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 meand 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
165
1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo.
(O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator
1.) (Cant 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.)
166
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.
167
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.
Wegmans. (No excuses. Mere groceries.) 43.
Less than your best. Cheating.
168
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 gt 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.)
169
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. Dont
belittle. 70. Respect. 71. All we have this
moment. (Moments matter most?) 72. Now.
(Procrastination. Death.)
170
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.)
171
86. You Calendar. (Calendar. Never. Lies.) 87.
Laugh. 88. Handshake. (Quantity. Quality.) 89.
Dont 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?)
172
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.)
173
117. Negotiation. Make all winners. (Save
face.) 118. Grace makes enemies friends. 119.
Network. 120. Invest in relationships. (Think
ROIR. Return On Investment in
Relationships.) 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.
174
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 gt Neg. Encourage gt
Fix.) 136. Somebodys doing it today. Find
em. 137. Someone is living 2016 in 2006.
(Find em. Study em.)
175
138. Dont 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.
176
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.)
177
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 youre done. (Done. Sooner than you
think.)
178
177. Today. Now. My Project. Am. Is. I.
Period. 178. Beautiful systems. (Good biz
phrase. Not oxymoron.) 179. Build on
strengths gt Fix weaknesses. 180. To dont To
do. (To dont gt 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.
179
188. Handshake. (Quantity. Quality.)189. Dont
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 dont work.
Small acquisitions can/do workif you
dont screw with their energy.
180
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.
181
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 doesnt 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
dont sleight.)207. Dont dumb down. Ever.
182
208. NO LESS THAN EXCELLENCE.
EVER.209. EXCELLENCE. ALWAYS.
183
Work In ProgressXXX. One size fits. One. Only.
(Evaluations. Period.)XXX. Teaching.
Individualized. Only. (6 billion people
6 billion learning trajectories.)
(Montessori.)XXX. First impression. Matters.
Shapes all that comes. Hard to overcome.
(Understatement.)XXX. Jerks. Dont work with.
(Life Too short.)XXX. Manage the hell out of
first impressions.XXX. Last impression. Matters.
Dominates memory. Hard to overcome.
(Understatement.)XXX. Manage the hell out of
last impressions.XXX. Plain English.XXX.
K.I.S.S. (450/8.)XXX. 798. 55,000,000,000.
3,000,000,000. 7AM-7PM. 615AM.XXX.
Donnelly Weatherstrip rules.XXX. Managers do
things right. Leaders do the right
thing. NOT.