Tom Peters Seminar2001 We Are in a Brawl with No Rules! Dublin/26.11.2001

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Tom Peters Seminar2001 We Are in a Brawl with No Rules! Dublin/26.11.2001

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Title: Tom Peters Seminar2001 We Are in a Brawl with No Rules! Dublin/26.11.2001


1
Tom Peters Seminar2001 We Are in a Brawl with
No Rules!Dublin/26.11.2001
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
Uncertainty We dont know when things will get
back to normal.Ambiguity We no longer know
what normal means.
4
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.
5
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
6
From Weapon v. Weapon To
Org structure v. Org structure
7
Terror cells are superb, malevolent examples of
what Information Age organizations can be. So how
do you kill them? Soldiers used to idolize
Napoleon or Patton. Network-centric warriors
admire WalMart for using information
superiority to crush rivals. The Navys
John Arquilla calls for small, fast,
information-enabled units. Americas Secret
Weapon, Business 2.0 (DEC2001)
8
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
9
StructurePart I Brand InsidePart II Brand
OutsidePart III Brand Leadership
10
All Slides Available at tompeters.comNote
Lavender text in this file is a link.
11
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.
12
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
13
Forces _at_ Work IThe Destruction Imperative!
14
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.Source Dick Foster Sarah Kaplan,
Creative Destruction Why Companies That Are
Built to Last Underperform the Market
15
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
16
The New Ge WayDYB.com
17
The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
18
Brand InsideBrand Org Lean, Linked,
Internet-driven, Virtual
19
White Collar Revolution!
20
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
21
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
22
Automation75 of what we do 40 expert
decision rules!
23
IBMs Project eLiza!
24
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
25
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
26
Brand InsideBrand Work The Professional
Service Firm Model
27
So what will be the Basic Building Block of the
New Org?
28
Every job done in W.C.W. is also done outside
for profit!
29
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
30
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)
31
BMWs Designworks/USA gt50 from outside work
32
eHR/PCCAll HR on the WebProductivity
Consulting CenterSource E-HR A Walk through a
21st Century HR Department, John Sullivan, IHRIM
33
(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!
34
Brand InsideThe Heart of the Value Creation
Revolution PSF Unbound!
35
11SEPT2000 HP bids 18,000,000,000for
PricewaterhouseCoopersconsulting business!
36
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
37
HP Sun GE IBM UPS UTC General Mills
Springs Anheuser-Busch Carpet One Delphi
Etc. Etc.
38
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
39
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
40
New Springs TurnkeyCollections.Flexible
sourcing.Packaging.Merchandising.Promotion.Sys
tems Site mgt.
41
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
42
Brand InsideBrand You Distinct or Extinct
43
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
44
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
45
Invent. Reinvent. Repeat.Source HP banner ad
46
Brand InsideRedefining the Work Itself The WOW
Project
47
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
48
Intimidate their users imaginations
Wheres the revolution? J Allard, on the Xbox
49
Brand InsideWOW Projects for the
PowerlessGetting Started a Personal
Perspective
50
Topic Boss-free Implementation of STM /Stuff
That MATTERS!
51
Worlds Biggest Waste Selling Up
52
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.
53
BOTTOM LINEThe Enemy!
54
Joe J. Jones 1942 2001 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
55
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
56
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
57
Sales2001
58
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.)
59
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.)
60
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.
61
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!
62
Brand Inside Starting a Wow Projects Epidemic
Demo mania! New Hall of Fame!
63
Premise Ordering Systemic Change is a Stupid
Waste of Time!
64
Demos!Stories!Heroes!
65
L.B.I.W.D. (Leading By Inducing Weird Demos)
66
Demo StoryA key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner, Leading Minds An
Anatomy of Leadership
67
MBSA!Managing By Story-ing Around/David
Armstrong
68
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.)
69
Boss Advice I The Poster Kids StrategyChat
up the organization. Develop a tentative list of
Pioneers.Hang with those Pioneers, discover the
stuff Ive long wanted to do/Encourage them
to Do it!Begin to showcase their developing
results with your public stamp of approval.
Dip deepish and early - promote a Pioneer into
the New Establishment.Incorporate the
Pioneers work into your Vision Chatter/Welcome
ALL aboard!
70
Boss Advice II The Flypaper StrategyEvent
Marketing Idea Fair/Internal Tradeshow/Bragfes
t. Or Seminar Series, with strange
outsiders/insiders (not the usual suspects)
intense Web-based follow-up and community
creation (Neighborhoods of Common
Interest).Play Fund, around a topic of
importance. Small-ish grants. Easy application
process. Short-ish timeframes. (Gerstner _at_
American Express re AI.)Scholarships (not the
usual suspects). Sabbatical funds (contest?).
Placement on customer or supplier project teams
(not the usual suspects).
71
Each VP a V.C. Portfolio of high-risk
investments from all across the company analog
is WalMart exec merchandising.
72
Freaks need mentors/ guardians!
73
Goal of the Year No. 1 Find-Develop-Mentor ONE
Extraordinary Person.CEO, large financial
advisory firm, April 2001
74
SummaryDont try to change the culture! Do
create flypaper 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!
75
Brand InsideBrand Talent The Great War for
Talent
76
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
77
The Talent Ten
78
1. ObsessionP.O.T. All ConsumingPursuit
of Talent
79
Model 24/7 Sports Franchise GM
80
2. GreatnessOnly The Best!
81
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)
82
3. PerformanceUp or out!
83
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)
84
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
85
4. PayFork Over!
86
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)
87
5. Youth Grovel Before the Young!
88
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
89
6. DiversityMess Rules!
90
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
91
7. WomenBorn to Lead!
92
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
93
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
94
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
95
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
96
8. WeirdThe Cracked Ones Let in the Light!
97
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
98
Are there enough weird people in the lab these
days?V. Chmn., pharmaceutical house, to a lab
director (06.01)
99
9. OpportunityMake It an Adventure!
100
H.R. to H.E.D. ???Human
Enablement Department
101
10. Leading GeniusWe are all unique!
102
Beware Lurking HR Types One size NEVER fits
all. One size fits one. Period.
103
MantraM3Talent Brand
104
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
105
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
106
Brand InsideReprise THINK WEIRD The High
Standard Deviation Enterprise
107
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
108
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
109
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
110
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
111
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
112
The Top Creators of Shareholder ValueAccept
depressed earnings for several quarters to
support hot productExpense rather than
capitalize new venture costsBonuses without
caps
Source Fortune (09.17.201)
113
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
114
Tomorrows Organizations Itinerant Potential
Machines
115
TALENT POOL TO DIE FOR. Youthful. Insanely
energetic. Value creativity. Risk taking is
routine. Failing is normal if youre
stretching. Want to make their bones in the
revolution.Love the new technologies. Well
rewarded. Dont plan to be around 10 years from
now.
116
TALENT POOL PLUS. Seek out and work with
worlds best as needed (its often needed). We
aim to change the world, and we need gifted
colleagueswho well may not be on our payroll.
117
BRASSY-BUT-GROUNDED-LEADERSHIP. Say I dont
knowand then unleash the TALENT. Have a vision
to be DRAMATICALLY DIFFERENTbut dont expect the
co. to be around forever. Will scrap pet
projects, and change course 180 degreesand take
a big write-off in the process. NO REGRETS FROM
SCREW-UPS WHOSE TIME HAS NOT-YET-COME. GREAT
REGRETS AT TIME WASTED ON ME TOO PRODUCTS
AND PROJECTS.
118
BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.)
Visionary leaders matched by leaders with
shrewd business sense HOW DO WE TURN A PROFIT
ON THIS GORGEOUS IDEA? Appreciate market
creation as much as or more than market share
growth. ARE INSANELY AWARE THAT MARKET LEADERS
ARE ALWAYS IN PRECARIOUS POSITIONS, AND THAT
MARKET SHARE WILL NOT PROTECT US, IN TODAYS
VOLATILE WORLD, FROM THE NEXT KILLER IDEA AND
KILLER ENTREPRENEUR. (Gates. Ellison. Venter.
McNealy. Walton. Skilling. Case. Etc.)
119
ALLIANCE MANIACS. Dont assume that the best
resides within. WORK WITH A SHIFTING ARRAY OF
STATE-OF-THE-ART PARTNERS FROM ONE END OF THE
SUPPLY CHAIN TO THE OTHER. Including vendors
and consultants and especially PIONEERING
CUSTOMERS who will pull us into the future.
120
TECHNOLOGY-NETWORK FANATICS. Run the
whole-damn-company, and relations with all
outsiders, on the Internet at Internet speed.
Reluctant to work with those who dont share
this (radical) vision.
121
POTENTIAL MACHINES-ORGANISMS. Dont know whats
coming next. But are ready to jump at
opportunities, especially those thatt
challenge-overturn our own way of doing things.
122
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
123
Forces _at_ Work IIThe Sameness Trap
124
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
125
We make over three new product announcements a
day. Can you remember them? Our customers
cant!Carly Fiorina
126
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
127
Companies have defined so much best practice
that they are now more or less identical.Jesper
Kunde, A Unique Moment
128
Brand OutsideStrategy 1Use E-Commerce to
Re-invent Everything!
129
Dells OptiPlex FacilityBig Job 6 to 8
hours.(80,000 per day)Parts Inventory 100
square feet.
130
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)
131
Secret Cisco Community!Customer Engineer
Chat Rooms/Collaborative Design (1B free
consulting) (45,000 customer problems a week
solved via customer collaboration)
132
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
133
Psych 101 Strongest Force on Earth?My need to
be in perceived control of my universe!
134
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
135
Message eCommerce is not a technology play! It
is a relationship, partnership, organizational
and communications play, made possible by new
technologies.
136
Message There is no such thing as an effective
B2B or Internet-supply chain strategy in a
low-trust, bottlenecked-communication, six-layer
organization.
137
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
138
Jargon Bath!Bureaucracy free Systemically
integrated Internet intense Knowledge based
Time and location free Instantly responsive
Customer centric Mass customization enabled.
139
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
140
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
141
Inet allows you to dream dreams you could
never have dreamed before!
142
Case CRM
143
CRM has, almost universally, failed to live up
to expectations. --Butler Group (UK)
144
No! No! No! FT The aim of CRM is to make
customers feel as they did in the pre-electronic
age when service was more personal. Rebuttal
(1) Service sucked in the pre-electronic age.
(2) NewGen believes in the screen! (So do I.)
145
One Persons OpinionTP to reporter Service
is MUCH better! Would you go back to bank
tellers and phone operators? Value that I place
on a smile 3 on a scale of 10. Value I place
on fast accurate digital response 11 on a
scale of 10!!
146
M. Rogers -5 defections 25 to 85 profit.
Lose 15 to 35 p.a. 69 defect as a result
of lousy sales or service experience. (QBut is
this the point???? A Yes. No.)
147
CGEY (Paul Cole) Pleasant Transaction vs.
Systemic Opportunity. Better job of what we do
today vs. Re-think overall enterprise strategy.
148
Message CRM Madness 600 CRM vendors. ???
Do it all or do something. Past
Over-invest in low-value customers. Idea
Better experience, not off-load work to customer.
Relationship f(dialogue knowledge
duration). Key new attitudes, DESTRUCTION of
functional barriers to info action.
149
Brand OutsideStrategy 2AWomen Rule!
150
?????????Home Furnishings 94Vacations
92Houses 91Consumer Electronics 51 Cars
60 (90)All consumer purchases 83 Bank
Account 89Health Care 80
151
????80
152
Riding Lawnmowers
153
2/3rds working women/50 working wives gt
5080 checks61 bills53 stock (mutual fund
boom)43 gt 500K95 financial decisions/ 29
single handed
154
4.8T gt Japan9M/27.5M/3.6T gt Germany
155
Yeow!1970 12002 50
156
OPPORTUNITY NO. 1!
157
Carol Gilligan/ In a Different VoiceMen Get
away from authority, familyWomen ConnectMen
Self-orientedWomen Other-orientedMen
RightsWomen Responsibilities
158
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.
159
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!)
160
Read This Barbara Allan Peases Why Men Dont
Listen Women Cant Read Maps
161
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
162
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
163
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
164
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
165
Read This Book EVEolution The Eight Truths
of Marketing to WomenFaith Popcorn Lys
Marigold
166
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
167
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
168
Women dont buy brands. They join
them.EVEolution
169
Not!!Year of the Woman
170
Enterprise Reinvention!RecruitingHiring/Rewardi
ng/PromotingStructure ProcessesMeasurementStra
tegyCulture VisionLeadershipTHE BRAND ITSELF!
171
Honey, are you sure you have the kind of money
it takes to be looking at a car like this?
172
27 March 2000 email to TP from Shelley Rae
Norbeck I make 1/3rd more money than my
husband does. I have as much financial pull in
the relationship as he does. Id say this is also
true of most of my women friends. Someone should
wake up, smell the coffee and kiss our asses long
enough to sell us something! We have money to
spend and nobody wants it!
173
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
174
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
175
Stupid!
176
Ad from Furniture /Today (04.01)MEET WITH THE
EXPERTS! How Retailings Most Successful Stay
that WayPresenting Experts M 16F ??
(94 272)
177
0
178
The Furniture Industry
doesnt understand BRANDINGdoesnt understand
FASHIONdoesnt understand WOMENdoesnt
understand SPEED RESPONSIVENESS
VALUE-ADDED SERVICESdoesnt
understand EXCITING RETAIL
PRESENTATION
EXPERIENCE MARKETING. And is run
by old, conservative white guys who dont even
understand what they dont understand.
179
Prescription SHE is the Consumer.
(PERIOD.)SHE is the Brand. (PERIOD.)75 women
designers (Men CANNOT design for women.
PERIOD.)75 women reps.Cool retail spaces in
high-rent districts (à la Ethan Allen).Match
furniture with accessories i.e., create an
experience.FOCUS ON RELATIONSHIPS-FOR-LIFE,
not transactions.
180
Brand OutsideStrategy 2BWelcome to Old
World!
181
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
182
Subject Marketers StupidityIts 18-44,
stupid!
183
Subject Marketers StupidityOr is it 18-44
is stupid, stupid!
184
2000-2010 Stats18-44 -155 21(55-64
47)
185
NOT ACTING THEIR AGE As Baby Boomers Zoom into
Retirement, Will America Ever Be the
Same?USNWR Cover/06.01
186
Member Growth 1987 199718 34 2635
49 6350 118Source IHRSA
187
Aging/ElderlyIm in charge!
188
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
189
Stupid!
190
No Target MarketingYes Target Innovation
Target Delivery Systems
191
Brand OutsideStrategy 3ADesign Matters!
192
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
193
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
194
Design is WHAT WHY I LOVE. LOVE.
195
I LOVE my ZYLISS Garlic Peeler!
196
Design is WHY I GET MAD. MAD.
197
Wanted THE DESIGNER OF MY RADIO SHACK PHONE.
Major Reward!
198
Design is never neutral.
199
Hypothesis DESIGN is the principal difference
between love and hate!
200
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.
201
Message Men cannot design for womens needs.
Period.
202
Philippe Starck
203
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
204
My main task when I was artistic director at
Thompson for four years to make the company
virtuous. Not because there was a desire to do
evil, but because they had simply forgotten their
purpose in lifeto be of service.Philippe
Starck
205
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
206
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
207
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
208
Brand OutsideStrategy 3BIts the Experience!
209
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
210
The Starbucks Fix Is on We have
identified a third place. And I really believe
that sets us apart. The third place is that place
thats not work or home. Its the place our
customers come for refuge.Nancy Orsolini,
District Manager
211
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
212
The Experience LadderExperiences
ServicesGoods Raw Materials
213
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
214
Message Experience is the Last 80P.S.
Experience applies to all work!
215
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
216
Bob Lutz (1) I see us as being in the art
business. Art, entertainment and mobile
sculpture, which, coincidentally, also happens to
provide transportation. (2) Focus groups can
be misleading. (What did you like about that
movie you just saw? Was there enough violence?
Was the car chase long enough?) (3) Design
must be Priority No. 1.Source NYT 10.19.01
217
Brand OutsideStrategy 4BRAND POWER!
218
WHO ARE YOU these days ?TP to Client
219
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
220
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
221
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!
222
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
223
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
224
The Heart of Branding
225
WHO ARE WE?
226
WHATS OUR STORY?
227
EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?
228
WHY DOES IT MATTER TO THE CLIENT?
229
EXACTLY HOW DO I PASSIONATELY CONVEY THAT
DIFFERENCE TO THE CLIENT
230
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
231
The Leadership50Leading in Totally Screwed Up
Times
232
1. Leadership Is a Mutual Discovery Process.
233
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!
234
2. Leaders Cede Control.
235
I dont know.
236
3. Leaders Try Not to Screw Things Up
237
Ninety percent of what we call management
consists of actions that make it difficult for
people to get things done. P.D. My goal is
not to motivate them. Its to not de-motivate
em. N.D. fball coach
238
4. 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.
239
Whoops Jack didnt have a vision!
240
5. Great Leaders are Great V.C.s.
241
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)
242
6. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
243
A leader is a dealer in hope.Napoleon
244
7. Find the Businesspeople! (Type III
Leadership)
245
I.P.M. (Inspired Profit Mechanic)
246
8. All Organizations Need the Golden Leadership
Triangle.
247
The Golden Leadership Triangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic.
248
9. Leadership Mantra 1 IT ALL DEPENDS!
249
Renaissance Men are a snare, a myth, a delusion!
250
10. Leaders LOVE the MESS!
251
11. Leaders DO!
252
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!)
253
12. Leaders Re-do.
254
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)
255
13. BUT Leaders Know When to Wait.
256
Tex Schramm The too hard box!
257
14. Leaders FOCUS!
258
To Dont List
259
Leaders dump the ones who brung em Nokia, HP,
3M, PerkinElmer, Corning, Enron, etc.
260
15. Leaders Trust in TRUST!
261
Credibility!
262
16. Leaders Infuse the Dreaded-All Important
Evaluation Process with CREDIBILITY!
263
25 100
264
Talent-minded leaders (1) treat the evaluation
process strategically (2) invest enormous
amounts of personal time in it (to give it
credibility amass data) (3) depend on dialogue
plain English, not obscure, standardized
instruments.
265
17. Leaders Understand the Ultimate Power of
RELATIONSHIPS.
266
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
267
18. Leaders Wire the Joint!
268
Winners wire. Losers are slaves to rank.
269
19. Leaders Know Women Roar/ Women Rule.
270
Womens Strengths Link rather than rank
workers favor interactive-collaborative
leadership style empowerment gt top-down decision
making sustain fruitful collaborations
comfortable with sharing information see
redistribution of power as victory, not
surrender favor multi-dimensional feedback
value interpersonal technical skills, group
individual contributions equally readily accept
ambiguity honor intuition as well as pure
rationality inherently flexible appreciate
cultural diversitySource Judy B. Rosener,
Americas Competitive Secret
271
Boys are trained in a way that will make them
irrelevant.Phil Slater
272
20. Leaders FORGET!/Leaders DESTROY!
273
The Word(s) on Vitality Gary HamelSell By
jettison old crapSpin Out support
entrepreneursSpin In buy young firms
274
21. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

275
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)
276
22. Leaders HONOR THE USURPERS.
277
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
278
23. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
279
Fail faster. Succeed sooner.David Kelley/IDEO
280
24. Leaders Make BIG MISTAKES!
281
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec (and, de
facto, Jack)
282
25. Leaders Honor Mistakes Create Blame-free
Cultures.
283
Accountability YES!Never-ending witch hunts NO!
284
26. Leaders Set DESIGN SPECS.
285
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!
286
27. Leaders Send V-E-R-Y Clear Signals About
Design Specs!
287
Ridin with Roger What have you done to
DRAMATICALLY IMPROVE quality in the last 90 days?
288
28. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
289
No one ever made it into the Business Hall of
Fame on a record of line extensions.
290
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

291
29. Leaders Pursue DRAMATIC DIFFERENCE!
292
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
293
30. Leaders Make Their Mark / Leaders Do Stuff
That Matters.
294
31. Leaders Push Their Organizations W-a-y Up
the Value-added/ Intellectual Capital Chain
295
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersConsulting business!
296
32. Leaders LOVE the New Technology!
297
Inet allows you to dream dreams you could
never have dreamed before!
298
33. Needed? Type IV Leadership Technology
Dreamer-True Believer
299
The Golden Leadership Quadrangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic. (4) Technology
Dreamer-True Believer
300
34. When It Comes to TALENT Leaders Always
Swing for the Fences!
301
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
302
35. Leaders Manage Their EVP/Internal Brand
Promise.
303
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
304
MantraM3Talent Brand
305
36. Leaders Know Its My Fault.
306
You recruited em.You hired em.You trained
em. You evaluated em.You motivated em.
307
37. Leaders Out Their PASSION!
308
BZ I am a DISPENSER OF ENTHUSIASM!
309
38. Leaders Know Its ALL SALES ALL THE TIME.
310
TP If you dont LOVE SALES find another life.
(Dont pretend youre a leader.)
311
39. Leaders LOVE POLITICS.
312
TP If you dont LOVE POLITICS find another
life. (Dont pretend youre a leader.)
313
40. But Leaders Also Break a Lot of China
314
If youre not pissing people off, youre not
making a difference!
315
41. Leaders Give RESPECT!
316
  • 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

317
42. Leaders Say Thank You.
318
The deepest human need is the need to be
appreciated.William James
319
43. Leaders SHOW UP!
320
P.S. Mark McCormack 5,000 miles for a 5 min.
meeting.
321
44. Leadership Is a Performance
322
You must be the change you wish to see in the
world.--M.G.
323
It is necessary for the President to be the
nations No. 1 actor.FDR
324
45. Leaders Have a GREAT STORY!
325
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
326
46. Leaders Seed Pursue Recognize (Weird)
Demos.
327
L.B.I.W.D. (Leading By Inducing Weird Demos)
328
47. Leaders Focus on the SOFT STUFF!
329
Soft Is Hard
330
Message Leadership is all about love! Passion,
Enthusiasms, Appetite for Life, Engagement,
Commitment, Great Causes Determination to Make
a Damn Difference, Shared Adventures, Bizarre
Failures, Growth, Insatiable Appetite for
Change. Otherwise, why bother? Just read
Dilbert. TPs final words CYNICISM SUCKS.
331
48. Leaders Are Graceful.
Slide 332