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Title: All%20You%20Need%20to%20Know*%20*more%20or%20less%20Tom%20Peters/21June2006


1
All You Need to Knowmore or lessTom
Peters/21June2006
2
25
3
All You Need to Knowmore or less
4
Slides at tompeters.com
5
Astounding Tales
6
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
7
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
8
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
9
the metabolically dominant soldierSource
Radical Evolution The Promise and Peril of
Enhancing Our Minds, Our Bodiesand What It Means
to Be Human, Joel Garreau
10
ETC.
11
Chicagolands Mystery Disappearances
12
New Economy!Sergey Larry gt Harvard/370
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
Artist
28
Leader Job OnePaint Portraits of Excellence!
29
People
30
Leaders do people. Anon.
31
Les Wexner From sweaters to people!
32
Connoisseur of TalentSource Colleague on
PARCs Bob Taylor
33
Did We Say Talent Matters?The top software
developers are more productive than average
software developers not by a factor of 10X or
100X, or even 1,000X, but 10,000X. Nathan
Myhrvold, former Chief Scientist, Microsoft
34
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
35
Brand Talent.
36
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
37
People II
38
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
39
People III
40
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.
41
DD21M
42
Decency
43
  • 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

44
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
45
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
46
Grace
47
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ..
benevolence benefaction compassion beauty
48
Thank you
49
The deepest human need is the need to be
appreciated.William James
50
The two most powerful things in existence a
kind word and a thoughtful gesture.Ken Langone
51
Say it with FLOWERS
52
Intangibles
53
Hard is soft. Soft is hard.In Search of
Excellence
54
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 STINKS.
55
Intangibles II(Bonus)
56
Stating the Obvious THE PROBLEM IS RARELY THE
PROBLEM.
57
OFTEN AS NOT/MORE OFTEN THAN NOT THE UNDERLYING
PROBLEM IS IN FACT NOT MUCH OF A PROBLEM.

58
PERCEPTION IS ALL THERE IS. PERIOD. From
Whole Foods to IBM to the corner deli

59
POWER WORDS!Im sorry.
60
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

61
Self-management
62
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
63
You Your Calendar
64
You must be the change you wish to see in the
world.Gandhi
65
MBWA
66
You cant lead a cavalry charge if you think you
look funny on a horse. John Peers, President,
Logical Machine Corporation
67
The first and greatest imperative of command is
to be present in person. Those who impose risk
must be seen to share it. John Keegan, The
Mask of Command
68
A body can pretend to care, but they cant
pretend to be there. Texas Bix Bender
69
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
70
Curiosity
71
Why?
72
Ears
73
If you dont listen, you dont sell anything.
Carolyn Marland/MD/Guardian Group
74
Conformity
75
While everything may be better, it is also
increasingly the same.Paul Goldberger on
retail, The Sameness of Things, The New York
Times
76
Companies have defined so much best practice
that they are now more or less identical.
Jesper Kunde, Unique Now ... or Never
77
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim René Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/08.11.03
78
The short road to ruin is to emulate the
methods of your adversary. Winston Churchill
79
Conformity II
80
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
81
Action
82
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
83
We have a strategic plan. Its called doing
things. Herb Kelleher
84
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
85
Action/Bedrock
86
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
87
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)
88
Try ItTry ItTry It
89
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)
90
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
91
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to
have.Michael Schrage

92
Try It/Logic of
93
We are in a brawl with no rules. Paul Allaire
94
S.A.V.
95
Screw Around Vigorously
96
Screw It Up
97
Fail faster. Succeed sooner.David Kelley/IDEO
98
Fail. Forward. Fast. High-tech Exec/PA
99
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
100
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
101
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
102
Sams Secret 1!
103
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
104
4/40
105
De-cent-ral-iz-a-tion!
106
Ex-e-cu-tion!
107
Ac-count-a-bil-ity!
108
615A.M.
109
Dramatic Difference
110
Point of View!/Point of Dramatic Difference!
111
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
112
?
113
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
114
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
115
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!!
)
116
Donnellys Weatherstrip Service Weymouth MA
117
Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
118
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Toyota
Sears GM ITT The Gap Limited WalMart
Tesco PG 3M Intel IBM Apple Nokia
Cisco Dell MCI Sun Microsoft Google
Enron Schwab GE Laker Southwest People
Express Ogilvy Virgin eBay Amazon Sony
Amgen BMW CNN Nike
119
But what if former head of strategic planning
at Royal Dutch Shell Arie De Geus is wrong in
suggesting, in The Living Company, that firms
should aspire to live forever? Greatness is
fleeting and, for corporations, it will become
ever more fleeting. The ultimate aim of a
business organization, an artist, an athlete or a
stockbroker may be to explode in a dramatic
frenzy of value creation during a short space of
time, rather than to live forever. Kjell
Nordström and Jonas Ridderstråle, Funky Business
120
Create
121
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)
122
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
123
Revenue
124
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
125
CROChief Revenue Officer
126
Top Line, Anyone?Point
(Advertising Age), to Phil Kotler Who should
the CMO Chief Marketing Officer report
to?Kotler Maybe a Chief Revenue Officerthe
cost side has been squeezed, now companies have
to focus on top-line growthor maybe a Chief
Customer Officer. (TP Or maybe both!)
127
SellSellSell
128
. Everyone lives by selling something.
Robert Louis Stevenson
129
SellSellSell
130
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
131
BonusTP.27 on Selling(Short)
(Personal)
132
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)
133
Its always showtime. David DAlessandro,
Career Warfare
134
Women BuyWomen Lead
135
Women are the majority market Fara
Warner/The Power of the Purse
136
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.
137
10. Womens Market Opportunity No. 1.
138
The Perfect Answer
Jill and Jack buy slacks in black
139
(No Transcript)
140
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
141
10.6
142
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
143
????????6/44
144
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
145
Boomers BuyGeezers Buy
146
2000-2010 Stats18-44 -155 21(55-64
47 )
147
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
148
Value-added
149
55B
150
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
151
And MasterCard Advisors
152
Value-added II
153
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
154
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
155
Game-changing Solutions Core MechanismPSF
(Professional Service Firm model)Wow
Projects (Different vs Better)Brand
You(Distinct or Extinct)
156
AnswerPSF
157
Experience
158
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him. Harley exec,
quoted in Results-Based Leadership
159
798
160
415/SqFt798/SqFt
161
Q Why did you buy Jordans Furniture?A
Jordans is spectacular. Its all
showmanship.Source Warren Buffet
interview/Boston Sunday Globe
162
CXOChief eXperience Officer
163
Love
164
Kevin Roberts Lovemarks!
165
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
166
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
167
Focus
168
Dennis, you need a To-dont List !
169
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
170
We will not, I repeat not, pretend to be all
things to all people. CEO, Investec (03.06)
171
K.I.S.S.
172
450/8
173
Danger S.I.O. (Strategic Initiative Overload)
174
I wanted GE to operate with the speed,
informality, and open communication of a corner
store. Corner stores often have strategy right.
With their limited resources, they have to rely
on laser-like focus on doing one thing very
well. Jack Welch/Fortune/04.05
175
Relentless
176
This adolescent incident of getting from
point A to point B is notable not only because
it underlines Grants fearless horsemanship and
his determination, but also it is the first known
example of a very important peculiarity of his
character Grant had an extreme, almost phobic
dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there
somehow, whatever the difficulties that lay in
his way. This idiosyncrasy would turn out to be
one the factors that made him such a formidable
general. Grant would always, always press
onturning back was not an option for him.
Michael Korda, Ulysses Grant
177
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
178
Change
179
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
180
We eat change for breakfast! Harry Quadracci,
QuadGraphics
181
Im not comfortable unless Im
uncomfortable.Jay Chiat
182
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
183
Change II
184
We become who we hang out with!
185
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
186
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
187
Forget
188
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
189
Forgetting strategy?
190
BigChange
191
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
192
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
193
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
194
BigBiggerBiggest??????
195
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)
196
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
197
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
198
New Economy?!Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
199
Agressive
200
Nelsons secret Other admirals more
frightened of losing than anxious to win
201
Speed
202
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
203
Tempo
204
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
205
Kevin Richard
206
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!
207
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.
208
Passion Enthusiasm
209
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
210
I am a dispenser of enthusiasm. Ben Zander
211
Enthusiasm the ultimate virus
212
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
213
Passion Enthusiasm II
214
Before you can inspire with emotion, you must be
swamped with it yourself. Before you can move
their tears, your own must flow. To convince
them, you must yourself believe. Winston
Churchill
215
Hustle
216
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
217
Sunny
218
A leader is a dealer in hope.Napoleon
219
Sunny II
220
Ronald Reagan radiated an almost transcendent
happiness. Lou Cannon
221
Aim High
222
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
223
Dream
224
the wildest chimera of a moonstruck mind The
Federalist on TJs Louisiana Purchase
225
Tell me, what is it you plan to do with your one
wild and precious life? Mary Oliver
226
No Limits
227
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
228
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
229
Stay Hungry. Stay Foolish. Steve Jobs
230
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 travelling exhibit
231
!
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