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Title: The%20Challenge:%20%20%20To%20Create%20More%20Value%20in%20All%20Negotiations


1
Welcome to Tom Peters
PowerPoint World! Beyond the set of slides
here, you will find at tompeters.com the last
eight years of presentations, a basketful of
Special Presentations, and, above all, Toms
constantly updated Master Presentationfrom which
most of the slides in this presentation are
drawn. There are about 3,500 slides in the 7-part
Master Presentation. The first five chapters
constitute the main argument Part I is context.
Part II is devoted entirely to innovationthe
sine qua non, as perhaps never before, of
survival. In earlier incarnations of the
master, innovation stuff was scattered
throughout the presentationnow it is front and
center and a stand-alone. Part III is a
variation on the innovation themebut it is
organized to examine the imperative (for most
everyone in the developed-emerging world) of an
ultra high value-added strategy. A value-added
ladder (the ladder configuration lifted with
gratitude from Joe Pine and Jim Gilmores
Experience Economy) lays out a specific logic for
necessarily leaving commodity-like goods and
services in the dust. Part IV argues that in
this age of micro-marketing there are two
macro-markets of astounding size that are
dramatically under-attended by all but a few
namely women and boomers-geezers. Part V
underpins the overall argument with the necessary
bedrockTalent, with brief consideration of
Education Healthcare. Part VI examines
Leadership for turbulent times from several
angles. Part VII is a collection of a dozen
Listssuch as Toms Irreducible 209, 209
things Ive learned along the way. Enjoy!
Download! Stealthats the whole point!
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Tom Peters EXCELLENCE. ALWAYS.Global
LeadersGallagher Estate/12.03.2008
4
Slides at tompeters.com
5
Part I
6
EXCELLENCE. ALWAYS.Essentials.
7
1/14
8
Excellence can be obtained if you ... care
more than others think is wise ... risk
more than others think is safe ... dream
more than others think is practical ...
expect more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
9
2
10
25
11
2a
12
MBWA
13
20-minute rule Craig Johnson/30 yrs
14
5,000 miles for a 5-minute face-to-face
meeting
15
gt70Hank Paulson, China visits, Fortune 1127.06
16
I call 60 CEOs in the first week of the year
to wish them happy New Year. Hank Paulson,
former CEO, Goldman SachsSource Fortune,
Secrets of Greatness, 0320.05
17
MBWA, Grameen Style!Conventional banks ask
their clients to come to their office. Its a
terrifying place for the poor and illiterate.
The entire Grameen Bank system runs on the
principle that people should not come to the
bank, the bank should go to the people. If any
staff member is seen in the office, it should be
taken as a violation of the rules of the Grameen
Bank. It is essential that those setting up a
new village Branch have no office and no place
to stay. The reason is to make us as different as
possible from government officials. Source
Muhammad Yunus, Banker to the Poor
18
The Have you 50
19
Mapping your competitive position or
20
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
21
1. Have you in the last 10 days visited a
customer?2. Have you called a customer TODAY?
22
2b
23
You Your calendarCalendars never lie
24
3
25
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer remember to
tuck the shower curtain inside the bathtub
26
3A
27
2-cent candy
28
ltTGWvs. gtTGR
29
4
30
one idea.1966-2008.
31
What makes God laugh?
32
People making plans!
33
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
34
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
35
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
36
You miss 100 of the shots you never take.
Wayne Gretzky
37
Joe J. Jones 1942 2008 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
38
one idea.1966-2008.
39
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Screw it up. it. Try
it. Try it. try it. Try it. Screw it up. Try it.
Try it. Try it.
40
4a
41
one point one idea/s.1966-2007.
42
Execution is strategy. Fred Malek
43
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
44
Execution Deepest Blue Ocean
45
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer Solutions
46
1. Its our organization to make workor not.
Its not them, the outside world thats the
problem. The enemy is us. Period. 2.
Friction-free! Dump 90 of middle managersmost
are advertent or inadvertent power freaks. We
are allevery one of usin the Friction Removal
Business, one moment at a time, now and
forevermore. 3. No stovepipes! Stove-piping,
Silo-ing is an Automatic Firing Offense.
Period. No appeals. (Within the limits of
civility, somewhat public firings are not out
of the questionthat is, make one and all aware
why the axe fell.) 4. Everything on the Web. This
helps. A lot. (Everything Big word.) 5. Open
access. All available to all. Transparency,
beyond a level thats sensible, is a de facto
imperative in a Burn-the-Silos strategy. 6.
Project managers rule!! Project managers running
XF (cross-functional) projects are the Elite of
the organization, and seen as such and treated as
such. (The likes of construction companies have
practiced this more or less forever.) 7.
Value-added Proposition Application of
integrated resources. (From the entire
supply-chain.) To deliver on our emergent
business raison detre, and compete with the
likes of our Chinese and Indian brethren, we must
co-operate with anybody and everybody 24/7.
IBM, UPS and many, many others are selling far
more than a product or service that worksthe new
it is pure and simple a product of XF
co-operation the product is the co-operation
is not much of a stretch.
47
5
48
The last word There is no last word.
49
TP1 Netscape!Where would you rather have
worked for those 5 years, Netscape or
IBM-HP-Microsoft-Oracle? (Where, 25 years from
now, would you rather to be able to tell
someonee.g., grandchildthat you worked?)
50
Built to LastvsBuilt to Change/Rock the World
51
6
52
TP How to flush 500,000 down the toilet in
one easy lesson!!
53
lt CAPEXgt People!
54
Brand Talent.
55
6A
56
?
57
6B
58
53 53
59
6c
60
2/year legacy.
61
6d
62
1 cause ofDis-satisfaction?
63
6E
64
Leaders do people. Period. Anon.
65
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
66
6F
67
Leaders SERVE people. Period. inspired by
Robert Greenleaf
68
No matter what the situation, the excellent
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
69
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
70
7
71
Do one thing every day that scares you.
Eleanor Roosevelt
72
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
73
Normal o for 800
74
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
75
7a
76
Every child is born an artist. The trick is to
remain an artist. Picasso
77
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!
78
Muhammad Yunus All human beings are
entrepreneurs. When we were in the caves we were
all self-employed . . . finding our food, feeding
ourselves. Thats where human history began . . .
As civilization came we suppressed it. We became
labor because they stamped us, You are labor.
We forgot that we are entrepreneurs. Source
Muhammad Yunus/2006 Nobel Peace prize winner,
father of micro-lending /The News
HourPBS/1122.2006
79
8
80
Single greatest act of pure imagination
81
24
82
dubai
83
9
84
Strive for Excellence. Ignore success. Bill
Young, race car driver (courtesy Andrew Sullivan)
85
Excellence1982 The Bedrock Eight
Basics 1. A Bias for Action 2. Close to the
Customer 3. Autonomy and Entrepreneurship 4.
Productivity Through People 5. Hands On,
Value-Driven 6. Stick to the Knitting 7. Simple
Form, Lean Staff 8. Simultaneous Loose-Tight
Properties
86
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
87
10
88
Hard Is SoftSoft Is Hard
89
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
90
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the game it is the game. Lou Gerstner, Who
Says Elephants Cant Dance
91
10A
92
Hard Is SoftSoft Is Hard
93
95
94
What I learned from my years as a hostage
negotiator is that we do not have to feel
powerlessand that bonding is the antidote to
the hostage situation. George Kohlrieser,
Hostage at the Table
95
The terms hard facts, and the soft stuff
used in business imply that data are somehow real
and strong while emotions are weak and less
important. George Kohlrieser, Hostage at the
Table
96
Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
97
10b
98
Hard Is SoftSoft Is Hard
99
R.O.I.R.
100
Return On Investment In Relationships
101
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
102
10c
103
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
104
Thank you!!!
105
10d
106
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

107
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM.

108
Im really sorry.
109
I screwed up.
110
10e
111
Attending to the Last 98 The New
Management Science, or Hard Is Soft, Soft
Is Hard Tom Peters/12.03.2008
112
S f( ___ ) Success Is a Function of
113
S f(DR -2L, -3L, 4L IE) Number and depth
of relationships 2, 3, and 4 levels down, inside
and outside the organization S
f(SDgtSU) Sucking down is more important than
sucking upthe idea is to have the entire
organization working for you. S f(non-FF,
non-FL) Number of friends, number of lunches
with people not in my function S f(FF) Number
of friends in the finance function-organization S
f(OF) Oddball friends S f(PDL) Purposeful,
deep listeningthis is very hard
114
S f(EODD3MC) Number of end-of-the-day
difficult (youd rather avoid) 3-minutecalls
that soothe raw feelings, mend fences, etc S
f(UFP, UFK, OAPS) Unsolicited favors performed,
UFs involving co-workers kids, overt acts
politeness-solicitude toward co-workers
spouses, parents, etc. S f(TN) Number of
thank you notes sent S f(C, PTS/OLC,
SAPA) of consultations, perception of being
taken serious (Responsible for one line of
code, small act of public appreciation S
f(SU) Showing up (Woody Allen, Delewares
ridiculous influence on the U.S. Constitution)
115
S f(1D) Seeking the assignment of writing first
drafts, minutes, etc (1787) S f(SEAs) Number
of solid relationships with Executive
Assistants S f(UL/w-m) useful lunches per
week, month S f(FG,FOC-BOF, CMO) Favors given,
favors owed collectively, balance of favors,
conscious management thereof S f(CPRM,
TS) Conscious-planned Relationship management,
time spent thereon S f(TN/d, FG/m, AA/d) Thank
you notes per Day, flowers given per Month, Acts
of Appreciation per Day S f(PT100ATS,
ENMFTTT) Proactive, timely, 100 apologies for
tiny screwups, even if not my fault (it always
takes two to tango)
116
FLOWERPOWER
FLOWERPOWER
117
S f(AMR, NBS-SG) Acceptance of mutual
responsibilities for all affairs, no
blame- shifting, scape-goating S
f(APLSLFCT) Awareness, perception of little
snubsand lightening fast correction thereof S
f(G) Grace S f(GA) Grace toward adversary S
f(GW) Grace toward the wounded in bureaucratic
firefights
118
S f(PD) Purposeful decency S f(TSPD,
TSP-L1) Time spent on promotion decisions,
especially for 1st level managers S f(SS,
H-PD) soft stuff involved in Hiring, Promotion
decisions S (TWA, P, NP) Time wandering
around, purposeful, non-planned S f(SBS) Slack
built into Schedule S f(TSHR) Time spent
Hurdle Removing
119
S f(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff S
f(MBTSSMR) Purposeful management of this Soft
Stuff by people reporting to me S f(EC,
MMO) Emotional connection, mgt maintenance
of S f(IMDOP) Investment in Mastery of
detailed organization processes S f(H-TS) Time
spent on Hiring
120
S f(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff
121
Q But wheres the beef? A This is
the beef!
122
Hard is soft. Soft Is hard.
123
11
124
Dont forgetthe it!
125
It suddenly occurred to me
126
It suddenly occurred to me that in the space of
two or three hours he never talked about
cars. Les Wexner            
127
Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
128
Did one of em ever turn to the other and say
Wow I wonder what unimaginable new tools,
otherwise not possible, will be quickly brought
forth for my 19-year-old daughter Anne because of
this deal?
129
11A
130
Who buys it I Sunset for men!
131
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
132
Women are the majority market Fara
Warner/The Power of the Purse
133
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, April 15
134
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
135
The Perfect Answer
Jill and Jack buy slacks in black
136
(No Transcript)
137
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend.
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practiced by a woman. Aude Zieseniss de Thuin,
Financial Times, 10.03.2006
138
11B
139
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
140
Women Leaders Time Has Come Project team
(old) 23 people, all from our company (More or
less amenable to orders)Project team (new) 43
people from 7 companies in 4 countries on 3
continents (Moved only by effective persuasion
and development of common commitment)Worker,
circa 1982 Rote work, incl. most white-collar
work (Amenable to orders, power exercised
directly)Worker, circa 2007 Project work,
team work, mixed-group work, creative work,
co-creation with clientmicroprocessors do the
rote stuff (Commitment is voluntary, leadership
is by developing positive relationships, inducing
creatives to stretch, power exercised
indirectly)
141
CEO/F So .TP Okay, okay, you got me.
ExCom, at start, 2F of 11, 18-months later, 9F of
18.
142
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
143
11c
144
Who buys it II Sunrise for old folks!
145
2000-2010 Stats18-44 -155 21(55-64
47)
146
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
147
12
148
gurugate The Gurus fixation with the wrong
stuffNot they, but us.
149
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
150
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
151
Dick Kovacevich You dont get better by being
bigger. You get worse.
152
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
153
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
154
4 Japan2T china2t USA1 Germany
155
Reason!!!Mittelstand
156
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
157
Family BusinessesTwo-thirds of
total s of companiesOne-half of biggest
companiesgtOne-half GDPgtOne-half employment6
more profitable7 better ROAHigher income
growthHigher revenue growthSource John Davis,
HBS
158
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
159
Jims Group
160
Jims Mowing Canada Jims Mowing UK Jims
Antennas Jims Bookkeeping Jims Building
Maintenance Jims Carpet Cleaning Jims Car
Cleaning Jims Computer Services Jims Dog
Wash Jims Driving School Jims Fencing Jims
Floors Jims Painting Jims Paving Jims Pergolas
gazebos Jims Pool Care Jims Pressure
Cleaning Jims Roofing Jims Security Doors Jims
Trees Jims Window Cleaning Jims
Windscreens Note Download, free, Jim Penmans
book What Will They Franchise Next? The Story
of Jims Group
161
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
162
Natural selection is death. ... Without huge
amounts of death, organisms do not change over
time. ... Death is the mother of structure. ...
It took four billion years of death ... to invent
the human mind ... The Cobra Event
163
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
164
Mission impossible?36B/98minus 675M/07
165
Market capitalization lost per day, 1998-2007
10,000,000/Day
166
Lived in same town all adult lifeFirst
generation thats wealthy/ no parental
supportDont look like millionaires, dont
dress like millionaires, dont eat like
millionaires, dont act like millionairesMany
of the types of businesses they are in could
be classified as dull-normal. They are
welding contractors, auctioneers, scrap-metal
dealers, lessors of portable toilets, dry
cleaners, re-builders of diesel engines, paving
contractors Source The Millionaire Next
Door, Thomas Stanley William Danko
167
Over-ratedBig companies!Public companies!
Cool industries!Stability (Built to
last)!Famous CEOs!
168
The Fabulous FiveSMEs!Priva
te companies! Dull industries!Productive
churn Built to Rock the World!Laudable
CEOs!
169
13
170
And in conclusion
171
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
172
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
173
13A
174
And in conclusion
175
The Common CEO Lament If everything had been
good, then everything would have been
fine.Annual Reports Good, Our strategy
Bad, Unexpected
176
Black Swans This is how you earn your pay!
See The Black Swan The Impact of the
Highly Improbable, Nassim Nicholas TalebWSC
When the seas are calm all ships alike show
mastership in sailing.
177
14/14
178
Excellence can be obtained if you ... care
more than others think is wise ... risk
more than others think is safe ... dream
more than others think is practical ...
expect more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
179
If Not Excellence, What?
180
bonus
181
The Eight Basics of Excellence Two Points of
View
182
One A bias for action a preference for doing
something - anything - rather than sending a
question through cycles and cycles of analyses
and committee reports. One A bias for action a
preference for doing something - anything -
rather than sending a question through cycles and
cycles of analyses and committee reports.
Understanding that experimentation (trial
error), not theory, is the bedrock of the
scientific method and enterprise Excellence
alike. Two Staying close to the customer
learning his preferences and catering to them.
Two Staying close to the customer learning
her preferences, catering to her needs, engaging
her in a partnership, creating experiences for
her that unleash the sustainability of loyalty
and the power of word-of-mouth recommendation.
183
Three Autonomy and entrepreneurship - breaking
the corporation into small companies and
encouraging them to think independently and
competitively. Three Autonomy and
entrepreneurship - breaking the corporation into
small companies, and the company into small
groupsand encouraging them all to think
imaginatively, to own their part of the
enterprise, and to be accountable for their
results. Four Productivity through people
creating in all employees the awareness that
their best efforts are essential and that they
will share in the rewards of the companys
success. Four Productivity through people
practicing servant leadership, realizing that
the leaders job in pursuit of Excellence is
first and last and foremost to develop
unsurpassable competitive advantage through
turned on, eternally growing, highly committed
talent in every position. To a large extent, This
Is Our Mission!
184
Five Hands-on, value driven insisting that
executives keep in touch with the firms
essential business. Five Hands-on, value driven
staying in close personal touch with the action
and actors on the ground, no matter the
distractions of other priorities, through daily
MBWA/Managing By Wandering Around., Preaching
and living the Gospel of Excellence. Six
Stick to the knitting remaining with the
business the company knows best. Six Stick to
the knitting learning, growing, branching out,
but favoring organic growth and not straying
beyond the core competencies that are the basis
of our sustainable Excellence.
185
Seven Simple form, lean staff few
administrative layers, few people at the upper
levels. Seven Simple form, lean staff few
administrative layers, few people at the upper
levels, employees each acting as Brand You,
constant pursuit of Excellence in Execution
through Simplicity and Clarity and
Integrity-Character. Eight Simultaneous
loose-tight properties fostering a climate
where there is dedication to the central values
of the company combined with tolerance for all
employees who accept those values. Eight
Simultaneous loose-tight properties fostering a
climate where there is dedication and buy in
and excitement about the central values and the
Ideal of Excellence throughout the enterprise,
combined with a passion for constant growth and
experimentation within or close to the bounds of
those shared values.
186
Doing to vs doing with Job done well vs
open-ended Quest for growth, full of
surprises Motivate vs Engage Tolerance
vs Expectation Director vs
Servant Unspecified vs Excellence Him vs
Her
187
Part II
188
Excellence The Leadership50Tom Peters/Global
LeadersGallagher Estate/12.03.2008
189
bedrock.
190
1. Leaders serve.
191
Organizations exist to serve. Period. Leaders
live to serve. Period.
192
The Basic Mechanism.
193
2. Leadership Is a Mutual Discovery Process.
194
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
195
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
196
Leaders Mt Everest Testfree to do his or
her absolute best allow its members to
discover their greatness.
197
The Dream Manager Matthew KellyE.g. An
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
198
Quests!
199
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
200
Cause (worthy of commitment)Space (room
for/encouragement
for initiative-adventures) Decency
(respect, grace,
integrity, humane)
service (worthy of our clients extended

familys continuing custom)excellence (period)
201
Cause (worthy of commitment)Space (room
for/encouragement for initiative-adventures)
Decency (respect, grace, integrity, humane)
service (worthy of our clients extended

familys continuing custom)excellence (period)
servant leadership
202
Cause Space Decency serviceexcellence
servant leadership
203
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke TP An
organization is, in fact and after all is
said and done, a/the house in which most of us
live most of the time.
204
Why in the World did you go to Siberia?
205
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
206
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
207
Organizations Exist to Serve. Period. Leaders
Live to Serve. Period. Passionate servant
leaders, determined to create a legacy of
earthshaking transformation in their domain (a
600SF retail space, a 4-person training
department, an urban school, a rural school, a
city, a nation), create/ must necessarily
create organizations which are no less than
Cathedrals in which the full and awesome power of
the Imagination and Spirit and native
Entrepreneurial flair (We are all
entrepreneursMuhammad Yunus) of diverse
individuals (100 creative Talentfrom checkout
to lab, from Apple to Wegmans to Janes
one-person accountancy in Invercargill NZ) is
unleashed in passionate pursuit of jointly
perceived soaring purpose ( win a Nobel peace
prize like Yunus, or at least do something worthy
of bragging about 25 years from now to your
grandkids) and personal and community and
client service Excellence.
208
Such Talent unbound pursue Quests (rapidly and
relentlessly experimenting and failing and trying
again) which surprise and surpass and redefine
the expectations of the individual and the
servant leader alike. The collective products
of these Quests offer the best chance of
achieving rapid organizational and individual
adaptation to fast-transforming environments, and
provide the nutrition for continuing (and
sometimes dramatic) re-imaginings which re-draw
the boundaries of industries and communities and
human achievement and the very conception of
what is possible.
209
In turn, such organizations, bent upon excellence
and re-imaginings based on maximizing human
creativity and achievement, will automatically
create cadres of imaginative and inspiring and
determined servant leaders who stick around to
take the organization to another level, and then
anotheror, equally or more important, leave
to spread the virus of Freedom-Creativity-Excellen
ce-Transforming Purpose by pathfinding new
streets, highways and alleyways which vitalize
and revitalize, through creative destruction,
Entrepreneurial Capitalism, which is the best
hope for maximizing collective human Freedom,
Happiness, Prosperity, Wellbeingand, one prays,
some measure of Peace on earth.
210
such organizations, bent upon excellence and
re-imaginings based on maximizing human
creativity and achievement vitalize and
revitalize, through creative destruction,
Entrepreneurial Capitalism, which is the best
hope for maximizing collective human Freedom,
Happiness, Prosperity, Wellbeingand, one prays,
some measure of Peace on earth.
211
Internal organizational excellence Deepest
Blue Ocean
212
A Blue ocean is by definition very profitable
and will be quickly copied. sustainable blue
(Internal organizational excellence) is far more
difficult to copy.
213
Internal organizational excellence Brand
inside
214
B(I) gt B(O)
215
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the gameit is the game. Lou Gerstner, Who
Says Elephants Cant Dance
216
The Leadership Types.
217
3. Great Leaders on White Horses Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
218
Whoops Jack didnt have a vision!
219
4. But There Are Times When the visionary
Type (Type II Leadership) Matters!
220
A leader is a dealer in hope. Napoleon
221
5. Find the Businesspeople! (Type III
Leadership)
222
I.P.M. (Inspired Profit Mechanic)
223
6. All Organizations Need the Golden Leadership
Triangle.
224
The Golden Leadership Triangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic.
225
7. Leadership Mantra 1 IT ALL DEPENDS!
226
Renaissance Men are a snare, a myth, a
delusion!
227
8. The Leader Is Rarely/Never the Best Performer.
228
The Leadership Dance.
229
9. Leaders SHOW UP!
230
MBWA
231
A body can pretend to care, but they cant
pretend to be there. Texas Bix Bender
232
Its always showtime. David DAlessandro,
Career Warfare
233
10. Leaders LOVE the MESS!
234
If things seem under control, youre just not
going fast enough. Mario Andretti
235
11. Leaders DO!
236
We have a strategic plan. Its called doing
things. Herb Kelleher
237
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
238
12. Leaders Re-do.
239
Phil Crosby is an idiot!
240
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
241
13. BUT Leaders Know When to Wait.
242
Tex Schramm The too hard box!
243
14. Leaders Are Optimists.
244
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
245
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. L ou Cannon
246
15. Leaders FOCUS!
247
Dennis, you need a To-dont List !
248
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five.Not ten.Three. Richard
Haass, The Power to Persuade
249
The one thing you need to know about
sustained individual success Discover what you
dont like doing and stop doing it.
Marcus Buckingham, The One Thing You Need to
Know
250
16. Leaders Send V-E-R-Y Clear Signals About
Whats Important!
251
Really Important Stuff Rogers Rule of Three!
252
Robinson/American ExpressPuckett/HughesOlsen/Dig
italMozilo/CountrywideMilliken/MillikenWelch/GE
253
Danger S.I.O. (Strategic Initiative Overload)
254
If It Aint Broke Break It.
255
17. Leaders FORGET!/Leaders DESTROY!
256
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
257
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
258
18. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

259
Damned If You Do, Damned If You Dont, Just
Plain Damned.Subtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
260
19. Leaders HONOR THE USURPERS.
261
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersSource Wayne Burkan,
Wide Angle Vision
262
20. Leaders Make Lots of Mistakes and MAKE NO
BONES ABOUT IT!
263
Fail faster. Succeed sooner.David Kelley/IDEO
264
21. Leaders Make BIG MISTAKES!
265
Reward excellent failures. Punish mediocre
successes.Phil Daniels
266
Create.
267
22. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
268
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

269
YESBANKCommerce Bank
270
23. Leaders Make Their Mark / Leaders Do
Stuff That Matters
271
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
272
24. Leaders Push Their Organizations W-a-y Up
the Value-added Chain.
273
55B
274
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
275
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
276
24
277
Every project we undertake starts with the same
question How can we do what has never been done
before? Stuart Hornery, Lend Lease
278
25. Leaders Push Past Service Transactions to
Scintillating Experiences.
279
Experiences are as distinct from services as
services are from goods. Joe Pine Jim
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
280
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
281
26. Leaders LOVE the New Technology!
282
Power Tools For Power Strategies/ARD 40K
283
27. Needed? Type IV Leadership Technology
Dreamer-True Believer
284
The Golden Leadership Quadrangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic (4) Technology Dreamer-True Believer.
285
Talent.
286
28. Leaders DO TALENT!
287
Leaders do people. Period. Anon.
288
Brand Talent.
289
29. When It Comes to TALENT Leaders Always Go
Berserk!
290
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
291
30. Leaders Listen. Leaders Consult.
292
The One line of code Theorem All we-they-me
want is (1) to be consulted, (2) to be taken
seriously, (3) a tiny show of appreciation
293
Passion.
294
31. Leaders Sell PASSION!
295
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
296
Gary Hamel Create a cause, not a business.
297
32. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
298
BZ I am a Dispenser of Enthusiasm!
299
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
300
33. Leaders Are in a Hurry
301
We dont sell insurance anymore. We sell speed.
Peter Lewis, Progressive
302
Metabolic Management
303
34. Leaders Focus on the SOFT STUFF!
304
Hard is soft. Soft Is hard.
305
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.
306
The Job of Leading.
307
35. Leaders Know Its ALL SALES ALL THE TIME.
308
If you dont LOVE SALES find another life.
(Dont pretend youre a leader.)
309
36. Leaders LOVE POLITICS.
310
If you dont LOVE POLITICS find another life.
(Dont pretend youre a leader.)
311
All success is a Matter of implementation. All
implementation is a matter of politics.
312
37. But Leaders Also Break a Lot of China.
313
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, Most Admired
Global Corporations
314
38. Leaders Give RESPECT!
315
  • 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.
  • Source Sara Lawrence-Lightfoot, Respect

316
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
317
39. Leaders Say Thank You.
318
The deepest human need is the need to be
appreciated.William James
319
FLOWERPOWER
FLOWERPOWER
320
40. Leaders Are Curious.
321
The Three Most Important Letters WHY?
322
41. Leadership Is a Performance.
323
It is necessary for the President to be the
nations No. 1 actor.FDR
324
42. Leaders Are The Brand
325
You must be the change you wish to see in the
world.Gandhi
326
Its always showtime. David DAlessandro,
Career Warfare
327
43. Leaders Have a GREAT STORY!
328
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
329
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
330
Leader Job 1Paint Portraits of Excellence!
331
Introspection.
332
44. Leaders Enjoy Leading.
333
Tom, you left out one thing
334
45. Leaders LAUGH!
335
46. Leaders KNOW THEMSELVES.
336
Individuals (would-be leaders) cannot engage in a
liberating mutual discovery process unless they
are comfortable with their own skin. (Leaders
who are not comfortable with themselves become
petty control freaks.)
337
Questions What do others think of you? Are you
sure? What do you think of you? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What are the little things you
(perhaps unconsciously) do that cause people to
shrivelor blossom? Are you sure? What do you
want? Are you sure? Are you aware of your
changing moods? Are you sure? How fragile is
your ego? Are you sure? Do you have a true
confidant? Are you sure? Do you perform brief
or not-so-brief self-assessments? Do you talk
too much? Are you sure? Do you know how to
listen? Are you sure? Do you listen? Are you
sure? What is your style of hashing things
out? Are you perceived as (a) arrogant, (b)
abrasive (c) attentive, (d) genuinely interested
in people, (e) etc? Are you sure? Are you
flexible? Have you changed your mind about
anything important in a while? Are you
comfortable-uncomfortable with folks on the front
line? Do you think youre in touch with the
pulse of things around here? Are You Sure?
Are you too emotional/intuitive? Are you too
unemotional/rational? Do you spend much time
with people who are new to you? Do you think
questions like this are so much BS?
338
47. But Leaders have MENTORS.
339
Upon having the Leadership Mantle placed upon
ones head, he/she shall never hear the
unvarnished truth again! (Therefore, she/he
needs one faithful compatriot to lay it on with
no jelly.)
340
The End Game.
341
48. Leaders are RELENTLESS.
342
This adolescent incident of getting from
point A to point B is notable not only because
it underlines Grants fearless horsemanship and
his determination, but also it is the first known
example of a very important peculiarity of his
character Grant had an extreme, almost phobic
dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there
somehow, whatever the difficulties that lay in
his way. This idiosyncrasy would turn out to be
one the factors that made him such a formidable
general. Grant would always, always press
onturning back was not an option for him.
Michael Korda, Ulysses Grant
343
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
344
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
345
49. Leaders ???
346
Leadership is the PROCESS of ENGAGING PEOPLE in
CREATING a LEGACY of EXCELLENCE.
347
LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES.
348
50. Leaders Free the Lunatic Within!
349
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
350
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
351
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
352
51. LeadersRelentlessly Pursue Excellence
353
Excellence can be obtained if you ... care
more than others think is wise ... risk
more than others think is safe ... dream
more than others think is practical ...
expect more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
354
Excellence Is a Universal Striving. If Not
Excellence, What?
355
Part IiI
356
people power The talent50Tom Peters/Global
LeadersGallagher Estate/12.03.2008
357
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
358
1. People First!
359
TP How to piss away 500,000 in one easy
lesson!!
360
lt CAPEXgt People!
361
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
362
2. Soft Is Hard.
363
Excellence1982 The Bedrock Eight Basics 1. A
Bias for Action 2. Close to the Customer 3.
Autonomy and Entrepreneurship 4. Productivity
Through People 5. Hands On, Value-Driven 6. Stick
to the Knitting 7. Si
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