Tom Peters Seminar2001 We Are in a Brawl with No Rules! Amsterdam/03DEC2001

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Tom Peters Seminar2001 We Are in a Brawl with No Rules! Amsterdam/03DEC2001

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Title: Tom Peters Seminar2001 We Are in a Brawl with No Rules! Amsterdam/03DEC2001


1
Tom Peters Seminar2001 We Are in a Brawl with
No Rules!Amsterdam/03DEC2001
2
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
3
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.
4
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
5
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
6
1 day 2001 Years trade in 1949, years FEX in
1979, years global calls in 1984. Source
Charles Handy, The Elephant and the Flea
7
StructurePart I Brand InsidePart II Brand
OutsidePart III Brand Leadership
8
All Slides Available at tompeters.comNote
Lavender text in this file is a link.
9
More at tompeters.comSlides from this
seminarMaster Presentation, for in-depth
annotated Special Presentations Women Rule!,
Design!, etc..Cool Friends (referenced in
seminar).Discussions re this stuff.Calendar of
events.Etc.
10
7 Rules for Leading/THRIVING in a
Recession1. Its ALREADY too late.2. Show up
tell the truthCREDIBILITY rules.3. Kill with
KINDNESS.4. Sharp pencils are imperativebut
dont forget that the CUSTOMER our TALENT
RISKY INVESTMENTS are still our long-term
Bread Butter. 5. Everythings different,
everythings the sameits the NEW ECONOMY,
more than ever, stupid!6. Use the trauma to
mount the bold initiatives you should have
long before mounted Flux OPPORTUNITY.7.
Were in a War of Organizational Modelsfrom
retail to the Pentagon. IDEAS MATTER MOST.
11
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
12
Forces _at_ Work IThe Destruction Imperative!
13
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
14
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
15
The New Ge WayDYB.com
16
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
17
Brand InsideBrand Org Lean, Linked,
Internet-driven, Virtual
18
White Collar Revolution!
19
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
20
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
21
Automation75 of what we do 40 expert
decision rules!
22
IBMs Project eLiza!
23
Unless mankind redesigns itself by changing our
DNA through altering our genetic makeup,
computer-generated robots will take over the
world. Stephen Hawking, in the German magazine
Focus
24
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
25
Brand InsideBrand Work The Professional
Service Firm Model
26
So what will be the Basic Building Block of the
New Org?
27
Every job done in W.C.W. is also done outside
for profit!
28
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
29
P.S.F. SummaryH.V.A. Projects (100)Pioneer
ClientsWOW Work (see below)Hot Talent (see
below)Adventurous cultureProprietary Point
of View (Methodology)W.W.P.F. (100)/Outside
Clients (25)
30
BMWs Designworks/USA gt50 from outside work
31
eHR/PCCAll HR on the WebProductivity
Consulting CenterSource E-HR A Walk through a
21st Century HR Department, John Sullivan, IHRIM
32
(1) Translate departmental affairs
into discrete W.W.P.F. Products.(2) 100
go on the Web.(3) Non-awesome are
outsourced (75??).(4) Remaining Centers of
Excellence are retained leveraged
to the hilt!
33
Brand InsideThe Heart of the Value Creation
Revolution PSF Unbound!
34
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersconsulting business!
35
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
36
HP Sun GE IBM UPS UTC General Mills
Springs Anheuser-Busch Carpet One Delphi
Etc. Etc.
37
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
38
Customer Satisfaction to Customer
SuccessWere getting better at Six Sigma
every day. But we really need to think about the
customers profitability. Are customers bottom
lines really benefiting from what we provide
them?Bob Nardelli, GE Power Systems
39
New Springs TurnkeyCollections.Flexible
sourcing.Packaging.Merchandising.Promotion.Sys
tems Site mgt.
40
Omnicom 57 (of 6B) from marketing services
41
Who was the number one employer of architecture
school grads in the U.S. last year?
42
The move toward outsourced manufacturing
represents an obvious opportunity for contract
manufacturers such as Flextronics 93M to 15B,
93-00, but its also a potential boon to
product innovation. The future of gadget-making
is not about making gadgets its about imagining
them. Someone else makes the imaginary real. All
that money that used to go to fund infrastructure
is going into design and innovation, says Flex
CEO Michael Marks. --Wired/11.2001
43
Brand InsideBrand You Distinct or Extinct
44
If there is nothing very special about your
work, no matter how hard you apply yourself, you
wont get noticed, and that increasingly means
you wont get paid much either.Michael
Goldhaber, Wired
45
Minimum New Work SurvivalSkillsKit2001MasteryRo
lodex Obsession (vert. to horiz.
loyalty)Entrepreneurial InstinctCEO/Leader/Bus
inessperson/CloserMistress of ImprovSense of
HumorIntense Appetite for TechnologyGroveling
Before the YoungEmbracing MarketingPassion
for Renewal
46
Sams Secret 1!
47
Minimum New Work SurvivalSkillsKit2001MasteryRo
lodex Obsession (vert. to horiz.
loyalty)Entrepreneurial InstinctCEO/Leader/Bus
inessperson/CloserMistress of ImprovSense of
HumorIntense Appetite for TechnologyGroveling
Before the YoungEmbracing MarketingPassion
for Renewal
48
You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines
your future options. Take a job for what it
teaches you, not for what it pays. Instead of a
potential employer asking, Where do you see
yourself in 5 years? youll ask, If I invest my
mental assets with you for 5 years, how much will
they appreciate? How much will my portfolio of
career options grow? Stan Davis Christopher
Meyer, futureWEALTH
49
My ancestors were printers in Amsterdam from
1510 or so until 1750 and during that entire time
they didnt have to learn anything new.Peter
Drucker, Business 2.0 (08.22.00)
50
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line.Peter Drucker,Business 2.0
(22August2000)
51
E-LEARNING 2M students in U.S. 4,000 colleges
universities offer. Target Developing world.
E.g. U. of Melbourne McGill, part of U21 (with
Thompson Learning), expect 100K students by
2010mostly Asians. Armys 500M contract with
PWC (eArmyU)includes degrees _at_ 24 colleges.
Mixed models Fuqua9 to 11 weeks in residence
over 2 years. Dentist gets law degree25 to 30
hours per week. IBM trained 200K online in
2000saved 350M. Tricks Small classes,
required student involvement at U. of Phoenix
Online (76 growth in Y2K.). Source Business
Week (12.03.2001)
52
Invent. Reinvent. Repeat.Source HP banner ad
53
Brand InsideRedefining the Work Itself The WOW
Project
54
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
55
Language matters! Wow! BHAG! Takes your breath
away!
56
Intimidate their users imaginations
Wheres the revolution? J Allard, on the Xbox
57
Your Current Project?1. Another
days work/Pays the rent.4. Of value.7.
Pretty Damn Cool/Definitely subversive.10.
WE AIM TO CHANGE THE WORLD.
(Insane!/Insanely Great!/WOW!)
58
Brand InsideWOW Projects for the
PowerlessGetting Started a Personal
Perspective
59
Topic Boss-free Implementation of STM /Stuff
That MATTERS!
60
Worlds Biggest Waste Selling Up
61
THE IDEA Model F4 Find a Fellow Freak Faraway
62
Heart of the MatterF2F!/K2K!/1_at_T/R.F!A.Fre
ak to Freak/Kook to Kook/One at a Time/
Ready.Fire!Aim.
63
BOTTOM LINEThe Enemy!
64
Joe J. Jones 1942 2001 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
65
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
66
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
67
Message to scientists It AINT about the
science. Its NEVER about the science. Its
ALWAYS about the PASSION for the IDEA.
68
In a long and honorable career, a Ph.D.
scientist in a pharmaceutical house is not likely
statistically to experience a
success.Pharmaceutical Exec
69
TP Rubbish!
70
Statistically speaking, Churchill shouldnt
have been able to fend off Hitler. Statistically
speaking, de Gaulle shouldnt have been able to
revive the French. Statistically speaking,
Jefferson Adams Hamilton shouldnt have been
able to create America. Statistically
speaking, Pfizer or no Pfizer, aint none of us
gettin out of this alive.
71
I wonder
72
Will one of you be awoken some December
morning in Stockholm by candle-carryingkids?
73
Charles Handy on the alchemists Passion was
what drove these people, passion for their
product or their cause. If you care enough, you
will find out what you need to know. Or you will
experiment and not worry if the experiment goes
wrong. Passion as the secret to learning is an
odd secret to propose, but I believe that it
works at all levels and at all ages. Sadly,
passion is not a word often heard in the elephant
organizations, nor in schools, where it can seem
disruptive.
74
Rule 1(And there are no other rules) Assigning
people to projects they feel passionate about.
If you think something is really important,
follow your heartit energizes you and you give
your best performance. Thats how you get
scientists on a rollwhat for athletes is called
being in the zone. Lina Echeverria, fiber
optics research director, Corning
75
If you are not prepared to be fired over your
beliefs you are working on the wrong project --
TP
76
Sales2001
77
The Sales25 Great Salespeople 1.
Know the product. (Find cool mentors, and use
them.)2. Know the company.3. Know the customer.
(Including the customers consultants.) (And
especially the corporate culture.)4. Love
internal politics at home and abroad.5.
Religiously respect competitors. (No badmouthing,
no matter how provoked.)6. Wire the customers
org. (Relationships at all levels
functions.)7. Wire the home teams org. and
vendors orgs. (INVEST Big Time time in
relationships at all levels functions.) (Take
junior people in all functions to client
meetings.)
78
Great Salespeople 8.
Never overpromise. (Even if it costs you your
job.) 9. Sell only by solving problems-creating
profitable opportunities. (Our product solves
these problems, creates these unimagined
INCREDIBLE opportunities, and will make you a ton
of moneyheres exactly how.) (IS THIS A
PRODUCT SALE OR A WOW-ORIGINAL SOLUTION YOULL
BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE
WRITTEN UP IN THE TRADE PRESS?)10. Will involve
anybodyincluding mortal enemiesif it enhances
the scope of the problem we can solve and
increases the scope of the opportunity we can
encompass.11. Know the Brand Story cold live
the Brand Story. (If not, leave.)
79
Great Salespeople 12.
Think Turnkey. (Its always your problem!)13.
Act as orchestra conductor You are responsible
for making the whole-damn-network respond.
(PERIOD.)14. Help the customer get to know the
vendors organization build up their
Rolodex.15. Walk away from bad business. (Even
if it gets you fired.)16. Understand the idea of
a good loss. (A bold effort thats sometimes
better than a lousy win.)17. Think those who
regularly say Its all a price issue suffer
from rampant immaturity shrunken
imagination.18. Will not give away the store to
get a foot in the door. 19. Are wary
respectful of upstartsthe real enemy.20. Seek
several cool customerswholl drag you into
Tomorrowland.
80
Great Salespeople
21. Use the word partnership obsessively,
even though it is way overused. (Partnership
includes folks at all levels throughout the
supply chain.)22. Send thank you notes by the
truckload. (NOT E-NOTES.) (Most are for little
things.) (50 of those notes are sent to those
in our company!) Remember birthdays. Use the word
we. 23. When you look across the table at the
customer, think religiously to yourself HOW CAN
I MAKE THIS DUDE RICH FAMOUS GET HIM-HER
PROMOTED? 24. Great salespeople can
affirmatively respond to the query in an HP
banner ad HAVE YOU CHANGED CIVILIZATION
TODAY?25. Keep your bloody PowerPoint slides
simple!
81
Brand Inside Starting a Wow Projects Epidemic
Demo mania! New Hall of Fame!
82
Premise Ordering Systemic Change is a Stupid
Waste of Time!
83
Demos!Stories!Heroes!
84
L.B.I.W.D. (Leading By Inducing Weird Demos)
85
Demo StoryA key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner, Leading Minds An
Anatomy of Leadership
86
MBSA!Managing By Storying Around/David
Armstrong
87
Leaders aiming to change their world troll for
identify palpable heroes, who executed palpable
projectsthen they 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.)
88
Each VP a V.C. Portfolio of high-risk
investments from all across the company analog
is WalMart exec merchandising.
89
Silicon Valley Success Failure?
SecretsPursuit of risk 4 of 20 in V.C.
portfolio go bust 6 lose money 6 do okay 3 do
well 1 hits the jackpotSource The Economist
90
Freaks need mentors/ guardians!
91
Goal of the Year No. 1 Find-Develop-Mentor ONE
Extraordinary Person.CEO, large financial
advisory firm, April 2001
92
SummaryDont try to change the culture! Do
create fly paper which attracts Mavericks
Pirates! Let the new culture (which is already
lurking around you) find you!Publicize, at the
appropriate moment, the New Hall of Fame help
the New Culture Adherents create nurture
Community!
93
Brand InsideBrand Talent The Great War for
Talent
94
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
95
Yikes What worries me is that I cant see why
any ambitious young person would want to join my
company, or stay here for long if they did join.
My most important job is to change that as fast
as I can.CEO, giant multinational, to Charles
Handy
96
The Talent Ten
97
1. ObsessionP.O.T. All ConsumingPursuit
of Talent
98
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others.Warren Bennis Patricia Ward
Biederman, Organizing Genius
99
Model 24/7 Sports Franchise GM
100
2. GreatnessOnly The Best!
101
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent (05.17.00)
102
3. PerformanceUp or out!
103
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 (05.17.00)
104
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
105
4. PayFork Over!
106
Top performing companies are two to four times
more likely than the rest to pay what it takes to
prevent losing top performers.Ed Michaels,
War for Talent (05.17.00)
107
5. Youth Grovel Before the Young!
108
Why focus on these late teens and
twenty-somethings? Because they are the first
young who are both in a position to change the
world, and are actually doing so. For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. The
Internet has triggered the first industrial
revolution in history to be led by the
young.The Economist 12/2000
109
6. DiversityMess Rules!
110
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
111
7. WomenBorn to Lead!
112
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
113
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
114
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
115
Investors are looking more and more for a
relationship with their financial advisers. They
want someone they can trust, someone who listens.
In my experience, in general, women may be better
at these relationship-building skills than are
men.Hardwick Simmons, CEO, Prudential
Securities
116
8. WeirdThe Cracked Ones Let in the Light!
117
The Cracked Ones Let in the LightOur business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and
rebels.David Ogilvy
118
Are there enough weird people in the lab these
days?V. Chmn., pharmaceutical house, to a lab
director (06.01)
119
Would Craig Venter (Luciano Benetton) come to
work for us?
120
9. OpportunityMake It an Adventure!
121
H.R. to H.E.D. ???Human
Enablement Department
122
10. Leading GeniusWe are all unique!
123
Beware Lurking HR Types One size NEVER fits
all. One size fits one. Period.
124
MantraM3Talent Brand
125
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
126
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
127
Brand InsideBrand Talent The Education Fiasco
128
My wife and I went to a kindergarten
parent-teacher conference and were informed that
our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in
art. We were shocked. How could any childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that he
had refused to color within the lines, which was
a state requirement for demonstrating
grade-level motor skills. Jordan Ayan, AHA!
129
How many artists are there in the room? Would
you please raise your hands. FIRST GRADE En
masse the children leapt from their seats, arms
waving. Every child was an artist. SECOND GRADE
About half the kids raised their hands, shoulder
high, no higher. The hands were still. THIRD
GRADE At best, 10 kids out of 30 would raise a
hand, tentatively, self-consciously. By the time
I reached SIXTH GRADE, no more than one or two
kids raised their hands, and then ever so
slightly, betraying a fear of being identified by
the group as a closet artist. The point is
Every school I visited was participating in the
suppression of creative genius.Gordon
MacKenzie, Orbiting the Giant Hairball A
Corporate Fools Guide to Surviving with Grace
130
TP MoodAnger.Despair.Hopelessness.
131
Brand InsideReprise THINK WEIRD The High
Standard Deviation Enterprise
132
Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
133
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
134
COMPETITORS 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
135
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
136
Suppliers There is an ominous downside to
strategic supplier relationships. An SSR supplier
is not likely to function as any more than a
mirror to your organization. Fringe suppliers
that offer innovative business practices need not
apply. Wayne Burkan, Wide Angle Vision Beat
the Competition by Focusing on Fringe
Competitors, Lost Customers, and Rogue Employees
137
WEIRD IDEAS THAT WORK (1) Hire slow learners (of
the organizational code). (1.5) Hire people who
make you uncomfortable, even those you dislike.
(2) Hire people you (probably) dont need. (3)
Use job interviews to get ideas, not to screen
candidates. (4) Encourage people to ignore and
defy superiors and peers. (5) Find some happy
people and get them to fight. (6) Reward
success and failure, punish inaction. (7)
Decide to do something that will probably fail,
then convince yourself and everyone else that
success is certain. (8) Think of some
ridiculous, impractical things to do, then do
them. (9) Avoid, distract, and bore
customers, critics, and anyone who just wants to
talk about money. (10) Dont try to learn
anything from people who seem to have solved the
problems you face. (11) Forget the past,
particularly your companys success. Bob
Sutton, Weird Ideas that Work 11½ Ideas fro
Promoting, Managing and Sustaining Innovation
138
The GM/VC model of leadership.
139
Logic Cut from 1,000 brands to 500 brands, for
efficiencys sake. Need 10 p.a. growth in
reduced of brands to get guaranteed corporate
growth of 5. (AND YOU DONT GET AVERAGE GROWTH
IN EVERY BRANDDUH.) Hence, 10
across-the-board growth will mostly come from 40
growth in small of brands (Pareto 80/20 rule
blah, blah, blah). Axiom 40 growth will only
come from high-risk betsand accompanying
failures--across the portfolio. Hence, the VC
GM model.
140
Logic Cut from 1,000 brands to 500 brands, for
efficiencys sake. Need 10 p.a. growth in
reduced of brands to get guaranteed corporate
growth of 5. (AND YOU DONT GET AVERAGE GROWTH
IN EVERY BRANDDUH.) Hence, 10
across-the-board growth will mostly come from 40
growth in small of brands (Pareto 80/20 rule
blah, blah, blah). Axiom 40 growth will only
come from high-risk betsand accompanying
failuresacross the portfolio. Hence, the VC
GM model.
141
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
142
Forces _at_ Work IIThe Sameness Trap
143
Quality Not Enough!While everything may be
better, it is also increasingly the same.Paul
Goldberger on retail, The Sameness of Things,
The New York Times
144
We make over three new product announcements a
day. Can you remember them? Our customers
cant!Carly Fiorina
145
The surplus society has a surplus of similar
companies, employing similar people, with similar
educational backgrounds, working in similar jobs,
coming up with similar ideas, producing similar
things, with similar prices and similar
quality.Kjell Nordstrom and Jonas
Ridderstrale, Funky Business
146
Companies have defined so much best practice
that they are now more or less identical.Jesper
Kunde, A Unique Moment
147
10X/10X
148
Brand OutsideStrategy 1Use E-Commerce to
Re-invent Everything!
149
Dells OptiPlex FacilityBig Job 6 to 8
hours.(80,000 per day)Parts Inventory 100
square feet.
150
Cisco!90 of 20B (50M/day)Annual savings
in service and support from customer
self-management 550M (P.S. C.Sat e gtgt C.Sat h)
151
Secret Cisco Community!Customer Engineer
Chat Rooms/Collaborative Design (1B free
consulting) (45,000 customer problems a week
solved via customer collaboration)
152
Welcome to D.I.Y. Nation Changes in business
processes will emphasize self service. Your costs
as a business go down and perceived service
goes up because customers are conducting it
themselves. Ray Lane, Oracle
153
Psych 101 Strongest Force on Earth?My need to
be in perceived control of my universe!
154
WebWorld Everything Web as a way to run your
businesss innardsWeb as connector for your
entire supply-demand chain Web as spiders web
which re-conceives the industryWeb/B2B as
ultimate wake-up call to commodity
producersWeb as the scourge of slack,
inefficiency, sloth, bureaucracy, poor customer
dataWeb as an Encompassing Way of LifeWeb
Everything (P.D. to after-sales)Web forces you
to focus on what you do bestWeb as entrée, at
any size, to Worlds Best at Everything as next
door neighbor
155
Message eCommerce is not a technology play! It
is a relationship, partnership, organizational
and communications play, made possible by new
technologies.
156
Message There is no such thing as an effective
B2B or Internet-supply chain strategy in a
low-trust, bottlenecked-communication, six-layer
organization.
157
Ebusiness is about rebuilding the organization
from the ground up. Most companies today are not
built to exploit the Internet. Their business
processes, their approvals, their hierarchies,
the number of people they employ all of that is
wrong for running an ebusiness.Ray Lane,
Kleiner Perkins
158
Jargon Bath!Bureaucracy free Systemically
integrated Internet intense Knowledge based
Time and location free Instantly responsive
Customer centric Mass customization enabled.
159
Translation Bureaucracy free Flat org, no
B.S.Systemically integrated Whole supply chain
tightly wired/ friction freeInternet intense
Do it all via the WebKnowledge based Open
accessTime and location free Whenever,
whereverInstantly responsive Speed
demonsCustomer centric Customer calls the
shotsMass customization enabled Every product
and service rapidly tailored to client
requirements
160
Supply Chain 2000When Joe Employee at
Company X launches his browser, hes taken to
Company Xs personalized home page. He can
interact with the entire scope of Company Xs
world customers, other employees, distributors,
suppliers, manufacturers, consultants. The
browser that is, the portal resembles a My
Yahoo for Company X and hooks into every network
associated with Company X. The real trick is that
Joe Employee, business partners and customers
dont have to be in the office. They can log on
from a cell phone, Palm Pilot, pager or home
office system.Red Herring (09.2000)
161
Theres no use trying, said Alice. One cant
believe impossible things. I daresay you
havent had much practice, said the Queen. When
I was your age, I always did it for half an hour
a day. Why, sometimes Ive believed as many as
six impossible things before breakfast.Lewis
Carroll
162
Inet allows you to dream dreams you could
never have dreamed before!
163
The Real New EconomyImagine a chess game in
which, after every half dozen moves, the
arrangement of the pieces on the board stays the
same but the capabilities of the pieces randomly
change. Knights now move like bishops, bishops
like rooks Technology does that. It rubs out
boundaries that separate industries. Suddenly new
competitors with new capabilities will come at
you from new directions. Lowly truckers in brown
vans become geeky logistics experts. Business
2.0 (9-10.2001)
164
Brand OutsideStrategy 2AWomen Rule!
165
?????????Home Furnishings 94Vacations
92Houses 91Consumer Electronics 51 Cars
60 (90)All consumer purchases 83 Bank
Account 89Health Care 80
166
????80
167
Riding Lawnmowers
168
2/3rds working women/50 working wives gt
5080 checks61 bills53 stock (mutual fund
boom)43 gt 500K95 financial decisions/ 29
single handed
169
4.8T gt Japan9M/27.5M/3.6T gt Germany
170
Yeow!1970 12002 50
171
OPPORTUNITY NO. 1!
172
Carol Gilligan/ In a Different VoiceMen Get
away from authority, familyWomen ConnectMen
Self-orientedWomen Other-orientedMen
RightsWomen Responsibilities
173
FemaleThink/ PopcornMen and women dont think
the same way, dont communicate the same way,
dont buy for the same reasons.He simply
wants the transaction to take place. Shes
interested in creating a relationship. Every
place women go, they make connections.
174
Men seem like loose cannons. Men always move
faster through a stores aisles. Men spend less
time looking. They usually dont like asking
where things are. Youll see a man move
impatiently through a store to the section he
wants, pick something up, and then, almost
abruptly hes ready to buy. For a man,
ignoring the price tag is almost a sign of
virility.Paco Underhill, Why We Buy (Buy
this book!)
175
Read This Barbara Allan Peases Why Men Dont
Listen Women Cant Read Maps
176
It is obvious to a woman when another woman is
upset, while a man generally has to physically
witness tears or a temper tantrum or be slapped
in the face before he even has a clue that
anything is going on. Like most female mammals,
women are equipped with far more finely tuned
sensory skills than men. Barbara Allan
Pease, Why Men Dont Listen Women Cant Read
Maps
177
Resting State 30, 90 A woman knows her
childrens friends, hopes, dreams, romances,
secret fears, what they are thinking, how they
are feeling. Men are vaguely aware of some short
people also living in the house.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
178
As a hunter, a man needed vision that would
allow him to zero in on targets in the distance
whereas a woman needed eyes to allow a wide arc
of vision so that she could monitor any predators
sneaking up on the nest. This is why modern men
can find their way effortlessly to a distant pub,
but can never find things in fridges, cupboards
or drawers.Barbara Allan Pease, Why Men
Dont Listen Women Cant Read Maps
179
Female hearing advantage contributes
significantly to what is called womens
intuition and is one of the reasons why a woman
can read between the lines of what people say.
Men, however, shouldnt despair. They are
excellent at imitating animal sounds.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
180
Read This Book EVEolution The Eight Truths
of Marketing to WomenFaith Popcorn Lys
Marigold
181
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
182
The Connection Proclivity in women starts
early. When asked, How was school today? a girl
usually tells her mother every detail of what
happened, while a boy might grunt, Fine.
EVEolution
183
Women dont buy brands. They join
them.EVEolution
184
Enterprise Reinvention!RecruitingHiring/Rewardi
ng/PromotingStructure ProcessesMeasurementStra
tegyCulture VisionLeadershipTHE BRAND ITSELF!
185
Honey, are you sure you have the kind of money
it takes to be looking at a car like this?
186
STATEMENT OF PHILOSOPHY I am a businessperson.
An analyst. A pragmatist. The enormous social
good of increased womens power is clear to me
but it is not my bailiwick. My game is
haranguing business leaders about my fact-based
conviction that womens increasing power
leadership skills and purchasing power is the
strongest and most dynamic force at work in the
American economy today. Dare I say it as a
long-time Palo Alto resident THIS IS EVEN
BIGGER THAN THE INTERNET!Tom Peters
187
If we are single, they say we couldnt catch a
man. If we are married, they say we are
neglecting him. If we are divorced, they say we
couldnt keep him. If we are widowed, they say
we killed him.Kathleen Brown, on the joys of
female political candidacy
188
Stupid!
189
Ad from Furniture /Today (04.01)MEET WITH THE
EXPERTS! How Retailings Most Successful Stay
that WayPresenting Experts M 16F ??
(94 272)
190
0
191
Brand OutsideStrategy 2BWelcome to Old
World!
192
Age Power will rule the 21st century, and we
are woefully unprepared.Ken Dychtwald, Age
Power How the 21st Century Will Be Ruled by the
New Old
193
Subject Marketers StupidityIts 18-44,
stupid!
194
Subject Marketers StupidityOr is it 18-44
is stupid, stupid!
195
2000-2010 Stats18-44 -155 21(55-64
47)
196
NOT ACTING THEIR AGE As Baby Boomers Zoom into
Retirement, Will America Ever Be the
Same?USNWR Cover/06.01
197
Member Growth 1987 199718 34 2635
49 6350 118Source IHRSA
198
Aging/ElderlyIm in charge!
199
507T wealth (70)/2T annual income50 all
discretionary spending79 own homes/40M credit
card users41 new cars/48 luxury610B
healthcare spending/74 prescription drugs5 of
advertising targetsKen Dychtwald, Age Power
How the 21st Century Will Be Ruled by the New Old
200
No Target MarketingYes Target Innovation
Target Delivery Systems
201
Brand OutsideStrategy 3ADesign Matters!
202
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace.Norio
Ohga
203
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
204
Design is WHAT WHY I LOVE. LOVE.
205
I LOVE my ZYLISS Garlic Peeler!
206
Design is WHY I GET MAD. MAD.
207
Wanted THE DESIGNER OF MY RADIO SHACK PHONE.
Major Reward!
208
Im just going to come right out and say it
Ericsson lost 2.3B on mobile phone handsets last
year because its products are ugly.Peter
Martin (FT 04.24.01)
209
Design is never neutral.
210
Hypothesis DESIGN is the principal difference
between love and hate!
211
THE BASE CASE I am a design fanatic.
Personally, though not artistic, Im a
cool-stuff guy. I love what I love and I hate
what I hate. Openly. But it goes much
further, far beyond the personal. Design has
become a professional obsession. I SIMPLY
BELIEVE THAT DESIGN PER SE IS THE PRINCIPAL
REASON FOR EMOTIONAL ATTACHMENT or detachment
RELATIVE TO A PRODUCT OR SERVICE OR EXPERIENCE.
Design, as I see it, is arguably the 1
determinant of whether a product-service-experienc
e stands out or doesnt. Furthermore, its one
of those things that damn few companies put
consistently on the front burner.
212
Philippe Starck
213
Today the problem is not how to produce more to
sell more. The fundamental question is that of
the products right to exist. And it is the
designers right and duty to question the
legitimacy of the product.Philippe Starck
214
I invented the slogan Thompson From Technology
to Love. That completely repositioned the
problem. Because now we were saying that
technology wasnt an end in itself, but just a
meansand that the real goal was what had
always been there, the original priority,
humanity, whose ultimate criterion is love. That
connects back to the idea of the friendly object,
the good object.Philippe Starck
215
At Thompson I outlawed the word consumer in
all company meetings, and insisted it be replaced
by the words my friend, my wife, my
daughter, my mother, or myself. It doesnt
sound the same at all, if you say It doesnt
matter, its shit, but the consumers will make do
with it, or if you start over again and say,
Its shit, but it doesnt matter, my daughter
will make do with it. All of a sudden, you cant
get away with it anymore. There is an enormous
task to be done with this kind of symbolic
repositioning.Philippe Starck
216
Today, 80 per cent of objects are unnecessarily
macho. Yet it is plain The intelligence of a
truly modern society must be feminine. Apart
from a machine pistol, I cant think of many
objects which actually need to be extravagantly
masculine.Philippe Starck
217
Message Design is the wellspring of branding.
Great design takes guts and is soul deep.
218
Brand OutsideStrategy 3BIts the Experience!
219
Experiences are as distinct from services as
services are from goods.Joseph Pine James
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
220
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
221
The Experience LadderExperiences
ServicesGoods Raw Materials
222
1940 Cake from flour, sugar (raw materials
economy) 1.00 1955 Cake from Cake
mix (goods economy) 2.00 1970
Bakery-made cake (service economy) 10.001990
Party _at_ Chuck E. Cheese (experience economy)
100.00
223
Message Experience is the Last 80P.S.
Experience applies to all work!
224
1940 Cake from flour, sugar (raw materials
economy) 1.00 1955 Cake from Cake
mix (goods economy) 2.00 1970
Bakery-made cake (service economy) 10.001990
Party _at_ Chuck E. Cheese (experience economy)
100.00
225
Brand OutsideStrategy 4BRAND POWER!
226
WHO ARE YOU these days ?TP to Client
227
Most companies tend to equate branding with the
companys marketing. Design a new marketing
campaign and, voila, youre on course. They are
wrong. The task is much bigger. It is about
fulfilling our potential not about a new logo,
no matter how clever. WHAT IS MY MISSION IN
LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW
DO I MAKE SURE THAT WHAT I HAVE TO OFFER THE
WORLD IS ACTUALLY UNIQUE? The brand has to give
of itself, the company has to give of itself, the
management has to give of itself. To put it
bluntly, it is a matter of whether or not you
want to be UNIQUE NOW.Jesper Kunde, A
Unique Moment
228
We are in the twilight of a society based on
data. As information and intelligence become the
domain of computers, society will place more
value on the one human ability that cannot be
automated emotion. Imagination, myth, ritual -
the language of emotion - will affect everything
from our purchasing decisions to how we work with
others. Companies will thrive on the basis of
their stories and myths. Companies will need to
understand that their products are less important
than their stories.Rolf Jensen, Copenhagen
Institute for Future Studies
229
Brand Promise Exercise (1) Who Are WE?
(poem/novella/song, then 25 words.) (2) List
three ways in which we are UNIQUE to our
Clients. (3) Who are THEY (competitors)? (ID, 25
words.) (4) List 3 distinct us/them
differences. (5) Try results on your
teammates. (6) Try em on a friendly Client. (7)
Big Enchilada Try em on a skeptical Client!
230
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 See the next
slide.)Source Jump Start Your Business Brain,
Doug Hall
231
2 QuestionsHow likely are you to purchase this
new product or service? (95 to 100 weighting
by execs)How unique is this new product or
service? (0 to 5)No exceptions in 20 years
Doug Hall, Jump Start Your Business Brain
232
The Heart of Branding
233
WHO ARE WE?
234
WHATS OUR STORY?
235
DO THE HOUSEKEEPERS CLERKS BUY IT? ARE YOU
V-E-R-Y SURE?
236
EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?
237
WHY DOES IT MATTER TO THE CLIENT?
238
EXACTLY HOW DO I PASSIONATELY CONVEY THAT
DRAMATIC DIFFERENCE TO THE CLIENT
239
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
240
The Leadership50Leading in Totally Screwed Up
Times
241
1. Leadership Is a Mutual Discovery Process.
242
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!
243
1A. Leaders Cede Control.
244
I dont know.
245
1B. Leaders Try Not to Screw Things Up
246
Ninety percent of what we call management
consists of actions that make it difficult for
people to get things done. P.D.
247
2. Great Leaders on Snorting Steeds Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
248
Whoops Jack didnt have a vision!
249
2A. Great Leaders are Great V.C.s.
250
Basically Omnicoms John Wren makes aggressive
bets on entrepreneurs and gives them tremendous
autonomy, on the assumption that the risk-taking
will pay off in new ideas, connections,
businesses, and, yes, revenues and profits.
Omnicom operates like a venture-capital firm,
says Sir Martin Sorrell of WPP.Fortune
(09.17.2001)
251
3. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
252
A leader is a dealer in hope.Napoleon
253
4. Find the Businesspeople! (Type III
Leadership)
254
I.P.M. (Inspired Profit Mechanic)
255
4A. All Organizations Need the Golden Leadership
Triangle.
256
The Golden Leadership Triangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic.
257
5. Leadership Mantra 1 IT ALL DEPENDS!
258
Renaissance Men are a snare, a myth, a delusion!
259
6. The Leader Is Rarely/Never the Best Performer.
260
7. Leaders LOVE the MESS!
261
8. Leaders DO!
262
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!)
263
8A. Leaders Re-do.
264
Sony Electronics has a well-earned reputation
for persistence. The companys first entry into a
new field often isnt very good. But, as it has
shown in laptops, Sony will keep trying until it
gets it right.Business Week (5/01)
265
9. BUT Leaders Know When to Wait.
266
Tex Schramm The too hard box!
267
10. Leaders Are Optimists.
268
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness.Lou Cannon,
George (08.2000)
269
11. BUT Leaders Are Realists/Leaders Win
Through LOGISTICS!
270
12. Leaders FOCUS!
271
To Dont List
272
Leaders dump the ones who brung em Nokia,
HP, 3M, PerkinElmer, Corning, Enron, etc.
273
13. Leaders Set DESIGN SPECS.
274
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!
275
14. Leaders Send V-E-R-Y Clear Signals About
Design Specs!
276
Ridin with Roger What have you done to
DRAMATICALLY IMPROVE quality in the last 90 days?
277
15. Leaders Trust in TRUST!
278
Credibility!
279
15A. Leaders Infuse the Dreaded-All Important
Evaluation Process with CREDIBILITY!
280
25 100
281
16. Leaders Understand the Ultimate Power of
RELATIONSHIPS.
282
Women speak and hear a language of connection
and intimacy, and men speak and hear a language
of status and independence. Men communicate to
obtain information, establish their status, and
show independence. Women communicate to create
relationships, encourage interaction, and
exchange feelings.Judy Rosener, Americas
Competitive Secret
283
16A. Leaders Wire the Joint!
284
Winners wire. Losers are slaves to rank.
285
17. Leaders Know Women Roar/ Women Rule.
286
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
287
18. Leaders LOVE RAINBOWS for Pragmatic Reasons.
288
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
289
19. Leaders FORGET!/Leaders DESTROY!
290
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
291
20. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

292
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)
293
21. Leaders HONOR THE USURPERS.
294
22. Leaders HANG OUT WITH FREAKS!
295
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision
296
23. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
297
Fail faster. Succeed sooner.David Kelley/IDEO
298
24. Leaders Make BIG MISTAKES!
299
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec (and, de
facto, Jack)
300
25. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
301
No one ever made it into the Business Hall of
Fame on a record of line extensions.
302
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

303
26. Leaders Pursue DRAMATIC DIFFERENCE!
304
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
305
26A. Leaders Make Their Mark / Leaders Do Stuff
That Matters
306
27. Leaders Push Their Organizations W-a-y Up the
Value-added/ Intellectual Capital Chain
307
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersConsulting business!
308
28. Leaders LOVE the New Technology!
309
Inet allows you to dream dreams you could
never have dreamed before!
310
29. Needed? Type IV Leadership Technology
Dreamer-True Believer
311
The Golden Leadership Quadrangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic. (4) Technology
Dreamer-True Believer
312
30. When It Comes to TALENT Leaders Always
Swing for the Fences!
313
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
314
31. Leaders Win Followers Over
315
WHAT AN IDIOT Instead of employees being in the
drivers seat, now were in the drivers seat.
316
PJ Coaching is winning players over.
317
32. Leaders Manage Their EVP/Internal Brand
Promise.
318
MantraM3Talent Brand
319
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
320
33. Leaders Know Its My Fault.
321
You recruited em.You hired em.You trained
em. You evaluated em.You motivated em.
322
34. Leaders have MENTORS.
323
The Gospel According to TP Upon having the
Leadership Mantle placed upon thine head, thou
shalt never hear the unvarnished truth again!
(Therefore, thy needs one faithful compatriot to
lay it on with no jelly.)
324
35. Leaders Out Their PASSION!
325
!
326
G.H. Create a cause, not a business.
327
36. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
328
BZ I am a dispenser of enthusiasm !
329
37. Leaders Know Its ALL S