Leading in Totally Screwed Up Times: The Leadership30 Tom Peters/13 October 2001

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Leading in Totally Screwed Up Times The
Leadership30Tom Peters/13 October 2001
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All Slides Available at tompeters.com
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There will be more confusion in the business
world in the next decade than in any decade in
history. And the current pace of change will only
accelerate.Steve Case
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BMcC (1) Hierarchy vs. Network organization.
(2) NWO Doctrine as center of gravity/source
of motivation distributed support
decision-makinglargely self-organizing outside
the military sphere.
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Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
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From Weapon v. Weapon To
Org structure v. Org structure
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In an era when terrorists use satellite phones
and encrypted email, US gatekeepers stand armed
against them with pencils and paperwork, and
archaic computer systems that dont talk to each
other.Boston Globe (09.30.2001)
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Benchmarking, Perils of The best swordsman in
the world doesnt need to fear the second best
swordsman in the world no, the person for him to
be afraid of is some ignorant antagonist who has
never had a sword in his hand before he doesnt
do the thing he ought to do, and so the expert
isnt prepared for him he does the thing he
ought not to do and often it catches the expert
out and ends him on the spot. Mark Twain
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I dont like the looks of this. Seeing as how
crazy and scattered entrepreneurs have beaten the
crap out of the monoliths over the last 44 years
in almost every situation, I dont like the
situation. The actual terms of engagement work
against us. For some time, its going to be
ugly.Rich Karlgaard, Publisher, Forbes
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The Leadership30
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1. Leaders Cede Control.
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I dont know.
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Leaders-Teachers Do Not Transform People!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a
luxuriant portfolio of meaningful opportunities
(projects) which (3) allow people to fully (and
safely, mostlycaveat they dont engage unless
theyre mad about something) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams,
assisted by an extensive self-constructed
network) by which those people (5) go to-create
places they (and their mentors-teachers-leaders)
had never dreamed existedand then the
leaders-mentors-teachers (6) applaud like hell,
stage photo-ops, and ring the church bells 100
times to commemorate the bravery of their
followers explorations!
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2. Great Leaders on Snorting Steeds Are Important
but Great Managers/Talent Developers (Type I
Leadership) are the Bedrock of Organizations that
Perform Over the Long Haul.
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Model24/7 Sports Franchise GM
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P.S. Jack didnt have a vision!
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3. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
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A leader is a dealer in hope.Napoleon
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Half-full Cups Ronald Reagan radiated an
almost transcendent happiness.Lou Cannon,
George (08.2000)
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4. Find the Businesspeople! (Type III
Leadership)
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I.P.M. (Inspired Profit Mechanic)
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5. All Organizations Need the Golden Leadership
Triangle.
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The Golden Leadership Triangle (1)
Creator-Inventor-Visionary (2) Talent Fanatic
(3) Inspired Profit Mechanic.
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Renaissance Men are a snare, a myth, a delusion!
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6. Leaders LOVE the MESS!
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lt1000A.D. paradigm shift 1000s of years1000
100 years for paradigm shift1800s gt prior 900
years1900s 1st 20 years gt 1800s2000 10 years
for paradigm shift 21st century 1000X tech
change than 20th century (the Singularity, a
merger between humans and computers that is so
rapid and profound it represents a rupture in the
fabric of human history)Ray Kurzweil, talk
april2001
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One Strike Youre Out CEOs appointed after
1985 are 3X more likely to be fired than CEOs
appointed before 1985Warren Bennis, MIT Sloan
Management Review
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7. Leaders DO!
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The Kotler Doctrine1965-1980
R.A.F.(Ready.Aim.Fire.)1980-1995
R.F.A.(Ready.Fire!Aim.)1995-????
F.F.F.(Fire!Fire!Fire!)
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ISOE 1 A Bias for Action
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8. BUT Leaders Know When to Wait.
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Tex Schramm The too hard box!
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Axioms (1) Pick your battles carefully. (2)
Sometimes inaction promotes sorting out
preserves options.
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9. Leaders FOCUS!
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To Dont List
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JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(Throughout) TALENT JACK!
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Leaders dump the ones who brung em Nokia, HP,
3M, PerkinElmer, Corning, Enron, etc.
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10. Leaders LOVE RAINBOWS for Pragmatic Reasons.
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Diversity defines the health and wealth of
nations in a new century. Mighty is the mongrel.
The hybrid is hip. The impure, the mélange, the
adulterated, the blemished, the rough, the
black-and-blue, the mix-and-match these people
are inheriting the earth. Mixing is the new norm.
Mixing trumps isolation. It spawns creativity,
nourishes the human spirit, spurs economic
growth and empowers nations.G. Pascal
Zachary, The Global Me New Cosmopolitans and the
Competitive Edge
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11. Leaders Know Women Roar/ Women Rule.
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AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special Report,
Business Week, 11.20.00
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Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversitySource Judy B. Rosener, Americas
Competitive Secret
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12. Leaders FORGET!Leaders DESTROY!
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ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
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Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 are in 87
F100 the 18 F100 survivors underperformed the
market by 20 just 2 (2), GE Kodak,
outperformed the market from 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
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Good management was the most powerful reason
leading firms failed to stay atop their
industries. Precisely because these firms
listened to their customers, invested
aggressively in technologies that would provide
their customers more and better products of the
sort they wanted, and because they carefully
studied market trends and systematically
allocated investment capital to innovations that
promised the best returns, they lost their
positions of leadership.Clayton Christensen,
The Innovators Dilemma
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The New Ge WayDYB.com
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The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
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13. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

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Damned If You Do, Damned If You Dont, Just
Plain DamnedSubtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
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14. Leaders HONOR THE USURPERS.
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Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
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Are there enough weird people in the lab these
days?V. Chmn., pharmaceutical house, to a lab
director (06.01)
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15. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
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Sams secret 1!
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16. Leaders Make BIG MISTAKES!
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Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec (and, de
facto, Jack)
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17. Leaders Pursue DRAMATIC DIFFERENCE!
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1st Law Mktg Physics OVERT BENEFIT (Focus 1 or
2 gt 3 or 4/One Great Thing. Source 1
Personal Passion)2ND Law REAL REASON TO
BELIEVE (Stand Deliver!)3RD Law DRAMATIC
DIFFERENCE (Execs Dont Get It intent to
purchase 100 unique 0 to 5)Source
Jump Start Your Business Brain, Doug Hall
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Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

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18. Leaders LOVE the New Technology!
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Inet allows you to dream dreams you could
never have dreamed before!
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100 square feet
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19. Needed? Type IV Leadership Technology
Dreamer-True Believer
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The Golden Leadership Quadrangle (1)
Creator-Inventor-Visionary (2) Talent Fanatic
(3) Inspired Profit Mechanic. (4) Technology
Dreamer-True Believer
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20. When It Comes to TALENT Leaders Always
Swing for the Fences!
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Message Some people are better than other
people. Some people are a helluva lot better than
other people.
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21. Leaders Manage Their EVP/Internal Brand
Promise.
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MantraM3Talent Brand
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Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
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EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
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22. Leaders Out Their PASSION!
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G.H. Create a cause, not a business.
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BZ I am a DISPENSER OF ENTHUSIASM!
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23. Leaders Know Its ALL SALES ALL THE TIME.
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TP If you dont LOVE SALES find another
life. (Dont pretend youre a leader.)
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WHAT AN IDIOT Instead of employees being in the
drivers seat, now were in the drivers seat.
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PJ Coaching is winning players over.
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24. Leaders LOVE POLITICS.
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TP If you dont LOVE POLITICS find another
life. (Dont pretend youre a leader.)
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25. Leaders Give RESPECT!
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• 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

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The deepest human need is the need to be
appreciated.William James
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26. Leaders SHOW UP!
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Rudy!
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It is necessary for the President to be the
nations No. 1 actor.FDR
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You must be the change you wish to see in the
world.--M.G.
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27. Leaders Have a GREAT STORY!
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A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
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Leaders dont just make products and make
decisions. Leaders make meaning. John Seeley
Brown
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Early in my career in the law I learned that
he who has the best story wins.JQ Adams/A
Hopkins to T Joadson/M Freeman
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28. Leaders Create BUZZ!
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L.B.I.W.D. (Leading By Inducing Weird Demos)
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Leaders aimed on changing their world identify
palpable heroes, who executed palpable
projectsthey point to these people and say to
the masses, See, here it is, done by one of your
own. (And then they deep-dip a few of those
heroes to demo their seriousness.)
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29. Leaders Focus on the SOFT STUFF!
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Soft Is Hard
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Message Leadership is all about love! Passion,
Enthusiasms, Appetite for Life, Engagement,
Commitment, Great Causes Determination to Make
a Damn Difference, Shared Adventures, Bizarre
Failures, Growth, Insatiable Appetite for
Change. Otherwise, why bother? Just read
Dilbert. TPs final words CYNICISM SUCKS.
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30. Leaders Know WHEN TO LEAVE!