Long Tom Peters

1
LongTom PetersEXCELLENCE.
ALWAYS.SPL/enRICHMENT06Client Executive
SymposiumRutherford/Napa Valley/16June 2006
2
25
3
Google/U.N. Resolution 347(inside his
information loop)
4
The Irreducible209
5
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
6
Manhole Cover Madness and More .
7
Chicagolands Mystery Disappearances
8
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
9
43,000
10
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 500 of 900 Research
JPMorgan Chase30 back-office by 12.31.07
11
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
12
Thaksinomics (after Thaksin Shinawatra, PM)/
Bangkok Fashion City managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design
excellence)Source The Straits Times/2004
13
WalMart Home Depot Walt Disney Intel
Microsoft Pfizer FlatSource Blue Chip
Blues, Cover, BW, 0417.06
14
New Economy?!Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
15
New Economy?!Sergey Larry gt Harvard/370
16
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
17
Goodnight and Good Luck.
18
Unparalled in Our Professional
LifetimeTerrorismMiddle East
instabilityH5N1China screwupsGlobalization
backlashEnergy dependenceEnvironmental
threatsLife sciencesCold War with
ChinaFraying American fabricU.S. impotence in
the face of Asias riseCurrent leaders were
not Cold War leaders
19
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
20
EXCELLENCE. THE GENERALS STORY. (AND THE
ADMIRALS)
21
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
22
Nelsons secret Other admirals more
frightened of losing than anxious to win
23
EXCELLENCE. THE MANDATE.
24
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
25
We are in a brawl with no rules. Paul Allaire
26
Sams Secret 1!
27
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
28
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
29
We made mistakes, of course. 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
30
"I think it is very important for you to do two
things act on your temporary conviction as if it
was a real conviction and when you realize that
you are wrong, correct course very quickly.
Andy Grove
31
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
32
EXCELLENCE. STARTERS.
33
Radio City Music HallSeptember 2005
34
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
35
P.P.E.E.R.R.E.
36
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
37
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
38
EXCELLENCE. THE WORD.
39
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
40
EXCELLENCE. GAMECHANGER.
41
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
42
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Forbes/Excellence Index /Basket of 32
publicly traded stocks
43
EXCELLENCE. CAUSES.ADVERSARIES.
44
Causes/1966-2006 Im
plementation/Small Wins (Stanford GSB/PhD
thesis 1st on implementation per
se) EXCELLENCE (as a worthy business
pursuit) Management Style/Corporate Culture Soft
Ss/7-S (Waterman-Peters complete business
model waaaaay beyond Strategy
Structure) Structure gt Strategy (We shape our
structures, then they shape us Churchillian
paraphrase) Soft Change Levers (gt structure
symbols, patterns settings) Close to the
Customer (novel idea, circa 1982) MBWA (Managing
By Wandering Aroundcourtesy a much more
intimate than today HP) Productivity through
People (novel idea, circa 1982) Chaos/Crazy Times
Call for Crazy Organizations Middle-sized
companies are cool Re-imagine!/Innovate or
Die! Small-ish/Scale Synergy limits-delusions/an
ti-Big Mergers
45
Causes/1966-2006 Women/Mark
et opportunity Women/Leaders (right for the
times) Design/Design-as-soul Wow! (Hot
language) Weird! Passion!/Enthusiasm!/Exuberance!
(as Leader Lever 1) Brand You (or else) PSF
Bedrock (add value or bustevery group must
demonstrate economic viability) PSF Brand You
WOW Projects New Biz Logic Sales/R gt -C
(increasing revenue more important than cutting
cost) HealthCare/Wellness-Safety-H5N1 Brand
Talent (best roster wins) New VA
Ladder/Products-Services-SOLUTIONS-EXPERIENCES-DRE
AMKETING (Dream Marketing)-LOVEMARK Different gt gt
Better Boomers Geezers/marketing to new
mega-segment
46
Hardball Are You Playing to Play or Playing to
Win? by George Stalk Rob Lachenauer/HBS
PressThe winners in business have always
played hardball. Unleash massive and
overwhelming force. Exploit anomalies.
Threaten your competitors profit sanctuaries.
Entice your competitor into retreat.Approximat
ely 640 Index entries Customer/s (service,
retention, loyalty), 4. People (employees,
motivation, morale, worker/s), 0. Innovation
(product development, research development, new
products), 0.
47
M.I.A. Talk. (Present.) Listen. (Interview.)
Sell. (Life Sales.) Do. (Execution-Implementatio
n.) Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support. Execution.
Adoption-Client Culture Change.) Product.
(It.) Innovation. (Design. Creativity.
Buzz-building. Politics.) Leadership. (USMA,
etc.) E.Q. (Connect.) Culture Change. (Lasting
impact.) Diversity. (Cross-cultural
Effectiveness.) Career Creation. (Brand You
life-lifestyle.) Wellness. (Life.) B.Schools
(M.I.A. or at most B.I.A.barely in action)
48

Adversaries B-schools (crappy at soft skills,
implementation, leadership) Strategy-is-all By-the
-numbers management Dis-passionate
management Focus groups Intuition
discounted Leading as an intellectual
task Leading without passion Cool language in Hot
times Dilbert (accepting cubicle slavery) Bigness
per se (severe scale limitationseven at
Microsoft) White guys! (not really, but enough
already) 18-44 emphasis in marketing (geezers gt
youth for foreseeable future) -Cost gt Revenue
(cost cutting more important than organic revenue
growth) CI (continuous improvement in an age of
discontinuous world) LESS THAN THE
NO-HOLDS-BARRED PURSUIT OF EXCELLENCE
49
EXCELLENCE. ALWAYS.
50
Why in the world did you go to Siberia?
51
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.
52
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
53
Business The Ultimate Creative Endeavor.
54
Business The Ultimate Personal
Development-Growth Experience.
55
Business The Ultimate Transcendent Service
Opportunity.
56
EXCELLENCE. YOU ME.
57
In Toms world, its 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
58
Life is not a journey to the grave with the
intention of arriving safely in a pretty and
well-preserved bodybut rather a skid in
broadside, thoroughly used up, totally worn out,
and loudly proclaiming, Wow, what a ride!
anon.
59
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
60
EXCELLENCE. INNOVATE. OR. DIE.
61
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)
62
Pathetic!
63
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
64
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
65
When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
66
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)
67
Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
68
More than 1 RD spending, last 25 years?
69
GM
70
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
71
Blitzkrieg?
72
False AttributionsGerman
citizenry low morale, no appetite for war3rd
Republic government rather well regardedFrench
Army in good shape, surprisingly well armed,
decent strategy (in dozens of simulations, French
usually win)Blitzkrieg not usedGermans very
vulnerableLousy French intelligence and luck
perhaps determinant (intelligence information
tends to be sifted to reinforce received ideas
rather than to overturn them)Many plausible
competing hypothesesSource Julian Jackson, The
Fall of France (cf Nassim Nicholas Taleb, Fooled
by Randomness The Hidden Role of Chance in Life
and in the Markets.)
73
Smashing Conventional Wisdom Blitzkrieg in fact
emerged in a rather haphazard way from the
experience of the French campaign, whose success
surprised the Germans as much as the French. Why
otherwise did the High Command try on various
occasions, with Hitlers backing, to slow the
panzers down? The victory in France came about
partly because the German High Command
temporarily lost control of the battle. The
decisive moment in this process was Guderians
decision to move immediately westward on 14 May,
the day after the Meuse crossing, wrenching the
whole of the rest of the army along behind
him. messed up traffic, little close air
support, random heroics by some small bits of
Guderians forces, Guderian not a disciple of
the WWI-derived strategy of indirect
approach Source Julian Jackson, The Fall of
France
74
Innovation The Secret
75
We become who we hang out with!
76
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
77
Innovation Strategies Tactics
78
Parallel universe/Exec Ed v res MBA End run
regnant powers/JKC Find done deals-practicing
mavericks/Stone-ReGo Bell curves/2016 in
2006 Non-industry benchmarking Everything
Portfolio V.C.s all! Hot language/Wow-Astonish
me-Insanely great-immortal-Make something
great Lead customers/PW-Embraer Lead suppliers
/Top decile RD Weird alliances Mottos/Paul Arden
(Whatever You Think Think the Opposite) Hire
freaks/Enough weird people? Weird Boards!!!
79
CEO track record of Innovation (nobody starts at
45!) System/GE-Immelt Strategic thrust
overlay Calendar Big Delta easier than
Small MBWA with freaks-weirdos/JKC MBWA/Boonies
labs V.C.-formal/Intel Acquire weird Childrens
crusade Old farts crusade Go Global at any
size Stop listening to customers Talent!/Unusual
sources-Hire innovators-V.C.s Eschew giant mergers
80
Remember scale economies max out early Assisted
suicide! (Built to last Chimera-snare-delusion
) Burn your press clippings Forgetting
strategy Fire all strategic planners Tempo! Fina
l product bears little relation to starting
notion Design! Design! Design! (culture, not
program) All innovation Pissed-off people Gut
feel rules! Focus groups suck Weird focus groups
okay Be-Do philosophy
81
Celebrations Culture-little as well as big Inno
(everyone-an-innovator) Life Wow
Projects Acknowledge messiness-pursue serendipity
(Blitzkrieg-Containers-Science-Jim
Utterback) R.F.A. Culture of execution 4/40
decentralization, execution, accountability,
615AM EVP (S.O.U.B.)/Systems-process
un-design Diversity for diversitys
sake Women-Women-Women/customers (they are the
market, not a segment)-leaders Boomers-Geezers
(all the money)
82
CRO (Chief Revenue Officer) culture/top-line
obsessed CIO (Chief INNOVATION Officer) Laughter F
acility-space configuration Experiments-prototypes
Reward excellent failures. Punish mediocre
successes. Bizarrely high incentives (
penalties) We are what we eat/We are who we hang
out with (E.g. Staff-Consultants-Vendors-Out-sour
cing Partners/, Quality-Innovation Alliance
Partners-Customers-Competitors/who we benchmark
against -Strategic Initiatives -Product
Portfolio/LineEx v. Leap-IS/IT Projects-HQ
Location-Lunch Mates-Language-Board)
83
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
84
EXCELLENCE. 4/40.
85
4/40
86
De-cent-ral-iz-a-tion!
87
Ex-e-cu-tion!
88
We have a strategic plan. Its called doing
things. Herb Kelleher
89
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
90
Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
91
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. Im not knocking education or
looking for dumb people. But if you have to
choose between someone with a staggering IQ and
an elite education whos gliding along, and
someone with a lower IQ but who is absolutely
determined to succeed, youll always do better
with the second person. Larry
Bossidy/Execution The Discipline of Getting
Things Done
92
"I think it is very important for you to do two
things act on your temporary conviction as if it
was a real conviction and when you realize that
you are wrong, correct course very quickly.
Andy Grove
93
We made mistakes, of course. 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
94
Ac-count-a-bil-ity!
95
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)
96
615A.M.
97
????????Work Hard gt Work Smart
98
EXCELLENCE. WANTING.
99
This is not a mature category.
100
This is an undistinguished category.
101
The surplus society has a surplus of similar
companies, employing similar people, with
similar educational backgrounds, coming up with
similar ideas, producing similar things, with
similar prices and similar quality.Kjell
Nordström and Jonas Ridderstråle, Funky Business
102
Line Extensions 86 percent of new products. 62
percent of revenues. 39 percent of
profit.Source Blue Ocean Strategy, Chan Kim
and Renee Mauborgne
103
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/Harvard Business Review
104
EXCELLENCE. NO EXCUSES.
105
SummaryWallopWalMart16Or Why its so
absurdly easy to beat a GIANT Company
106
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) 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 ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
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!!
)
107
EXCELLENCE. DRAMATIC.DIFFERENCE.
108
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)
109
We become who we hang out with!
110
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
111
EXCELLENCE! ALWAYS!
112
798
113
415/SqFt/WalMart798/SqFt/Whole Foods
114
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
115
?
116
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
117
Gambling our entire net worth!
118
1/100 Best Companies to Work for/2005
119
Wegmans
120
EXCELLENCE. 1T.
121
Donnellys Weatherstrip Service Weymouth MA
122
EXCELLENCE. 1T.
123
Cirque du Soleil!
124
A man without a smiling face must not open a
shop. Chinese Proverb
125
EXCELLENCE. PITIFUL.
126
????????6/44
127
PG
128
EXCELLENCE. FOUND.
129
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
130
EXCELLENCE. OPPORTUNITY.
131
Women are the majority market Fara
Warner/The Power of the Purse
132
The Perfect Answer
Jill and Jack buy slacks in black
133
(No Transcript)
134
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.
135
10. Womens Market Opportunity No. 1.
136
EXCELLENCE. OPPORTUNITY.
137
2000-2010 Stats18-44 -155 21(55-64
47 )
138
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
139
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
140
The Irreducible209
141
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.)
142
EXCELLENCE. VALUE ADDED.
143
55B
144
And the M Stands for ?Gerstners 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
145
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,
chairmans letter, Infosys Annual Report
146
The Only? Answer PSF (Professional Service
Firm model/The Organizing Principle) Brand
You(Distinct or Extinct/The Talent) Wow!
Projects (Different vs Better/The Work)
147
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
148
SCS/Supply Chain Solutions 750 locations
2.5B fastest growing division 19 acquisitions,
including a bankSource Fast Company
149
MasterCard Advisors
150
I. LAN Installation Co. (3)II. Geek
Squad. (30.)III. Acquired by BestBuy.IV.
Flagship of BestBuy Wholesale Solutions
Strategy Makeover.
151
EXCELLENCE. UBIQUITOUS.
152
Trapper lt20 per beaver pelt.Source WSJ
153
WDCP 150 to remove problem beaver
750-1,000 for flood-control piping so that
beavers can stay. Wildlife Damage-control
Professional Source WSJ
154
EXCELLENCE.NECESSITY.OPPORTUNITY.
155
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
156
43,000
157
ChicagoHRMAC
158
support function / cost center/ overhead
or
159
Are you Rock Stars of the Age of Talent
160
Are you the Principal Engine of Value
AddedEg Your RD budget as robust as the New
Products team?
161
The Irreducible209
162
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.
163
EXCELLENCE. NO OPTION.
164
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
165
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
166
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
167
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (E very
Practice Group If you cant explain your
position in eight words or less, you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 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
UniverseSteve 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
168
Point of View!
169
R.POV8Remarkable Point Of View/8 Words or
less/If you cant state your position in eight
words or less you dont have a position.SG
170
EXCELLENCE. ATTITUDE.TRANSFORMATION.
171
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain
Executive Customer Experience Director (via
drivers)
172
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
173
(No Transcript)
174
Purchasing Officer Thrust 1 Cost (at All
Costs) Minimization Professional? Or/to Full
Partner-Leader in Lifetime Value-added
Maximization?(Lopez Arguably Villain 1 in
GM tragedy/Anon VSE-Spain)
175
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
176
PSF Transformation Credit
Department/TrekWas
IsCredit 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
177
Typically in a mortgage company or financial
services company, risk management is an
overhead, not a revenue center. Weve 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)
178
Mantra Eichorn it!
179
EXCELLENCE. UP THE LADDER.
180
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
181
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
182
The Value-added Ladder/Opportunity-seeking
Gamechanging SolutionsServicesGoods Raw
Materials
183
AnswerPSF
184
EXCELLENCE. EXPERIENCE IT.
185
Experiences are as distinct from services as
services are from goods. Joe Pine Jim
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
186
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
187
EXCELLENCE. UP THE LADDER.
188
The Value-added Ladder/Memorable
ConnectionSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
189
CXOChief eXperience Officer
190
EXCELLENCE. DREAM IT.
191
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
192
EXCELLENCE. UP THE LADDER.
193
The Value-added Ladder/EmotionDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
194
Furniture vs. DreamsWe 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
195
CDMChief Dream Merchant
196
EXCELLENCE. LOVE IT.
197
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
198
Kevin Roberts Lovemarks!
199
(No Transcript)
200
(No Transcript)
201
(No Transcript)
202
Tattoo Brand What of users would tattoo the
brand name on their body?
203
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
204
CL OChief Lovemark Officer
205
EXCELLENCE. THE STORY.
206
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
207
Best Story Wins!A key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner/Leading Minds An
Anatomy of Leadership
208
Market Power Story Power
209
CSTOChief Storytelling Officer
210
The Irreducible209
211
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.)
212
EXCELLENCE. BEDROCK.
213
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
214
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)
215
EXCELLENCE. PASSION.
216
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
217
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
218
EXCELLENCE. BEDROCK.
219
Brand Talent.
220
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups 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.
221
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
222
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
223
We are a life Success Companyfounder,
RE/MAX
224
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
225
Leaders do people. Period. Anon.
226
Les Wexner From sweaters to people!
227
DD21M
228
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.
229
EXCELLENCE. WOMEN.RULE.
230
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
231
????????6/44
232
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
233
EXCELLENCE. INDIVIDUAL.BRAND YOU.
234
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
235
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
236
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
237
EXCELLENCE. BEDROCK.
238
X.Step 1Buy a Mirror!
239
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
240
You must be the change you wish to see in the
world.Gandhi
241
EXCELLENCE. REVENUE.MATTERS.MOST.
242
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
243
. Everyone lives by selling something.
Robert Louis Stevenson
244
SellSellSell
245
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
246
CROChief Revenue Officer
247
TP.27 on Selling(Short) (Personal)
248
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)
249
Its always showtime. David DAlessandro,
Career Warfare
250
The Irreducible209
251
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.
252
EXCELLENCE. 4/40.
253
4/40
254
De-cent-ral-iz-a-tion!
255
Ex-e-cu-tion!
256
We have a strategic plan. Its called doing
things. Herb Kelleher
257
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
258
Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
259
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. Im not knocking education or
looking for dumb people. But if you have to
choose between someone with a staggering IQ and
an elite education whos gliding along, and
someone with a lower IQ but who is absolutely
determined to succeed, youll always do better
with the second person. Larry
Bossidy/Execution The Discipline of Getting
Things Done
260
"I think it is very important for you to do two
things act on your temporary conviction as if it
was a real conviction and when you realize that
you are wrong, correct course very quickly.
Andy Grove
261
We made mistakes, of course. 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
262
Ac-count-a-bil-ity!
263
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)
264
615A.M.
265
????????Work Hard gt Work Smart
266
EXCELLENCE. LEADING.
267
Leadership23
268

Leadership231. Enthusiasm. Energy.
Exuberance.2. Action. Execution.3. Tempo.
Metabolism.4. Relentless.5. Master of Plan
B.6. Accountability.7. Meritocracy.8. Leaders
do people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.13. Legacy.14. Best
story wins.15. On the edge. (Wildest chimera of
a moonstruck mind.) 16. Reward excellent
failures. Punish mediocre successes.17.
Different gt Better. (Only ones who do what we
do.)18. MBWA. Customer MBWA.19. Laughs.20.
Repot. Curiosity. Why?21. You Calendar. To
Dont. Two.22. Excellence. Always. 23.
Nelsonian! (Other admirals more afraid of
losing than anxious to win.)
269
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!
270
EXCELLENCE. STRETCH.
271
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
272
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
273
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
274
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!
275
EXCELLENCE. TRANSCENDENCE.THRILLS.
276
Radically Thrilling Language! Radically
Thrilling. BMW Z4 (ad)
277
CTOChief Thrills Officer
278
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
279
CTOChief Transcendence Officer
280
EXCELLENCE. WOW. NOW.
281
Its always showtime. David DAlessandro,
Career Warfare
282
CWOChief WOW Officer
283
EXCELLENCE.LET.US.MARCH.
284
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
285
Let us march.
286
Never doubt that a small group of committed
people can change the world. Indeed it is the
only thing that ever has. Margaret Mead
287
EXCELLE ALWAYS.
288
Bonus
289
The Irreducible209
290
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
291
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.)
292
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.
293
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.
294
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.)
295
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.)
296
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.)
297
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?)
298
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.)
299
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.
300
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.)
301
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 purpos