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The Challenge: To Create More Value in All Negotiations

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


1
Prelude
2
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
3
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
4
When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
5
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
tried to make themselves great with a big
acquisition or merger. They failed to grasp the
simple truth that while you can buy your way to
growth, you cannot buy your way to greatness.
Jim Collins/Time/2004
6
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
7
Prelude
8
14,00020,000
9
14,00020,00030
10
14,000/eBay20,000/Amazon30/Craigslist
11
Prelude
12
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
13
18
14
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that last. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
15
Listening is ... the engine of superior
EXECUTION. Listening is ... the key to making the
Sale. Listening is ... the key to Keeping the
Customers Business. Listening is ... the engine
of Network development. Listening is ... the
engine of Network maintenance. Listening is ...
the engine of Network expansion. Listening is ...
Social Networkings secret weapon. Listening is
... Learning. Listening is ... the sine qua non
of Renewal. Listening is ... the sine qua non of
Creativity. Listening is ... the sine qua non of
Innovation. Listening is ... the core of taking
Diverse opinions aboard. Listening is ...
Strategy. Listening is ... Source 1 of
Value-added. Listening is ... Differentiator
1. Listening is ... Profitable. (The R.O.I.
from listening is higher than
from any other single
activity.) Listening is the bedrock which
underpins a Commitment to
EXCELLENCE
16
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
17
Prelude
18
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful
19
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

20
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.

21
effective apologizing is of the utmost
strategic importance!effective apologizing
is a proper core value ! effective
apologizing is trainable ! effective
apologizing is a profession !
22
Prelude
23
The four most important words in any
organization are
24
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
25
The deepest human need is the need to be
appreciated.William James
26
  • 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

27
appreciation is of the utmost strategic
importance!appreciation is a proper core
value ! appreciation is trainable !
appreciation is a profession !
28
And the answer is . otis
29
Prelude
30
none!
31
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomeP.S. directly related
to Staff InteractionP.P.S. directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
32
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
33
Kindness is free.
34
Prelude
35
We are thoughtful in all we do.
36
Thoughtfulness is key to customer
retention. Thoughtfulness is key to employee
recruitment and satisfaction. Thoughtfulness
is key to brand perception. Thoughtfulness is key
to your ability to look in the mirror and tell
your kids about your job. Thoughtfulness is
free. Thoughtfulness is key to speeding things
up it reduces friction. Thoughtfulness is key
to transparency and even cost containmentit
abets rather than stifles truth-telling.
37
Thoughtfulness is of the utmost strategic
importance!thoughtfulness is a proper
core value ! Thoughtfulness is
trainable ! Thoughtfulness is a profession
!
38
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
39
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
40
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
41
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,
Womens Forum for the Economy and Society
42
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
43
Prelude
44
problem 1.Opportunity 1.Period.
45
X XFXExcellence Cross-functional
Excellence
46
Never waste a lunch!
47
???? XF lunches Measure!
48
(Way) Underutilized LeverSpace!Space!Space!Sp
ace!
49
Geologists Geophysicists A little bit of
love Oil
50
gt100 feet 100 miles
51
Lunch Proximity gt SAP/Oracle
52
GSK 7 CEDDs Centers of Excellence for Drug
Discovery
53
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
SolutionsEntire XF-50 List is at
Appendix ONE
54
Prelude
55
Little BIG
56
Big carts 1.5X Source WalMart
57
Bag sizes New markets B Source
PepsiCo
58
see green recover 20 faster
59
Round 2X/allx
60
6.5 feet Away -63 Seconds
61
Socks 10,000
62
It BEGINS (and ENDS) in the
63
parking lotDisney
64
(1) Amenable to rapid experimentation/
failure free (PR, ) (2) Quick to
implement/ Quick to Roll out (3)
Inexpensive to implement/Roll out (4)
Huge multiplier (5) An Attitude
65
  • Half-day/25 ideas
  • One week/5 experiments
  • (3) One month/Select best 2
  • (4) 60-90 days/Roll out

66
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
67
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
68
2-cent candyMay I clean your glasses, sir?
69
Prelude
70
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer
71
remember to tuck the shower curtain inside the
bathtub
72
Execution is strategy. Fred Malek
73
almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
74
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
75
The art of war does not require complicated
maneuvers the simplest are the best and common
sense is fundamental. From which one might wonder
how it is generals make blunders it is because
they try to be clever. Napoleon
76
Prelude
77
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
78
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
79
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
80
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
81
In business, you reward people for taking risks.
When it doesnt work out you promote them-because
they were willing to try new things. If people
tell me they skied all day and never fell down, I
tell them to try a different mountain.
Michael Bloomberg
82
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
83
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
84
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
85
LONG Tom Peters Excellence. Always. Tor
onto/16 October 2009
86
Slides incl. LONG at tompeters.com
87
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
88
1
89
1977
90
MBWA
91
Message from a banker, circa 1988 Tom let me
tell you the definition of a good lending
officer. After church on Sunday, on the way home
with his family, he takes a little detour to
drive by the factory he just lent money to.
Doesnt go in or any such thing, just drives by
and takes a look.
92
Skip the map
93
Mapping your competitive position or
94
The Have you 50
95
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
96
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.)
97
25
98
2
99
1982
100
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
101
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
102
Hard Is SoftSoft Is Hard
103
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
104
3
105
2007Siberia
106
Why in the World did you go to Siberia?
107
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
108
4
109
2007Sydney
110
Organizations exist to serve. Period. Leaders
live to serve. Period.
111
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.
112
Leaders SERVE people. Period. inspired by
Robert Greenleaf
113
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
114
Good News 2009 Leadership is a sacred
trust.President, classroom teacher, CEO, shop
foreman
115
5
116
2009Dallas
117
You have to treat your employees like
customers. Herb Kelleher, complete answer, upon
being asked his secrets to success Source
Joe Nocera, NYT, Parting Words of an Airline
Pioneer, on the occasion of Herb Kellehers
retirement after 37 years at Southwest Airlines
(SWAs pilots union took out a full-page ad in
USA Today thanking HK for all he had done across
the way in Dallas American Airlines pilots were
picketing the Annual Meeting)
118
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
119
The Dream Manager Matthew KellyAn
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.
120
Our goal is to serve our customers brilliantly
and profitably over the long haul. Serving our
customers brilliantly and profitably over the
long haul is a product of brilliantly serving
over the long haul the people who serve the
customer. Hence, our job as leadersthe alpha and
the omega and everything in betweenis abetting
the sustained growth and success and engagement
and enthusiasm and commitment to Excellence of
those, one at a time, who directly or indirectly
serve the ultimate customer. Weleaders of every
stripeare in the Human Growth and Development
and Success and Aspiration to Excellence
business. We leaders only grow when they
each and every one of our colleagues are
growing. We leaders only succeed when they
each and every one of our colleagues are
succeeding. We leaders only energetically
march toward Excellence when they each and
every one of our colleagues are energetically
marching toward Excellence. Period. Source The
Little BIG Things 163 Ways to Pursue EXCELLENCE
121
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
122
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
123
Managers have lost dignity over the past decade
in the face of wide spread institutional
breakdown of trust and self-policing in business.
To regain societys trust, we believe that
business leaders must embrace a way of looking at
their role that goes beyond their responsibility
to the shareholders to include a civic and
personal commitment to their duty as
institutional custodians. In other words, it is
time hat management became a profession.
Rakesh Khurana Nitin Nohria, Its Time To
Make Management a True Profession, HBR/10.08
124
6
125
2009New Delhi
126
The ONE Question In the last year 3 years,
current job, name the three people whose
growth youve most contributed to. Please explain
where they were at the beginning of the year,
where they are today, and where they are heading
in the next 12 months. Please explain your
development strategy in each case. Please tell
me your biggest development disappointmentlooking
back, could you or would you have done anything
differently? Please tell me about your greatest
development triumphand disasterin the last ten
years. What are the three big things youve
learned about helping people grow along the
way.
127
6
128
Development can help great people be even
better but if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership
Development, Google
129
1 cause ofDis-satisfaction?
130
Employee retention satisfaction
Overwhelmingly, based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
131
2/year legacy.
132
HiringFrontline Supervisorlegacy
133
7
134
diversity Diverse groups of problem
solversgroups of people with diverse
toolsconsistently outperformed groups of the
best and the brightest. If I formed two groups,
one random (and therefore diverse) and one
consisting of the best individual performers, the
first group almost always did better. Diversity
trumped ability. Scott Page, The Difference
How the Power of Diversity Creates Better
Groups, Firms, Schools, and Societies Diversity
135
We are the company we keep
136
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
137
How do dominant companies lose their position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openwave Systems/WSJ
138
CEO A.G. Lafley has shifted PGs focus on
inventing all its own products to developing
others inventions at least half the time. One
successful example, Mr. Clean Magic Eraser,
based on a product found in an Osaka market.
Fortune
139
The We are what we eat axiom At its core,
every (!!!) relationship-partnership decision
(employee, vendor, customer, etc) is a strategic
decision about Innovate, Yes or No
140
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
141
7A
142
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
143
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
144
7B
145
Normal o for 800
146
The Bottleneck Is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma At the top!
Gary Hamel/Harvard Business Review
147
8
148
Women are the majority market Fara
Warner/The Power of the Purse
149
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
150
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
151
7/13
152
We are the Aussies Kiwis Americans
Canadians. We are the Western Europeans
Japanese. We are the fastest
growing, the biggest, the
wealthiest, the
boldest, the
most (yes)
ambitious,
the most experimental
exploratory, the most
different, the
most indulgent, the most difficult demanding,
the most service experience obsessed, the
most vigorous, (the least vigorous,) the most
health conscious, the most female, the most
profoundly important commercial market in the
history of the worldand we will be the Center of
your universe for the next twenty-five years.
We have arrived!
153
9
154
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
155
More than 1 RD spending, last 25 years?
156
GM
157
4 Japan3 USA2 China1 Germany
158
Reason!!!Mittelstand
159
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
160
Basement Systems Inc.Larry JaneskyDry
Basement Science (115,000!)1990 0 2003
13M 2007 62,000,000
161
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 millionairesMan
y of the types of businesses they are in
could be classified as dull- normal. They
are welding contractors, auctioneers,
scrap-metal dealers, lessons of portable
toilets, dry cleaners, re-builders of diesel
engines, paving contractors Source The
Millionaire Next Door, Thomas Stanley William
Danko
162
Guru GaffesBig companies . SMEsPublic
companies Private
companies Cool industries .. Dull
industries
163
10
164
  • Innovations Fourteen Imperatives
  • Try it. Repeat. (1/40.) (R.F.A./Ready.Fire.
    Aim.) (Non-Linear!)
  • Prototype it./MTTP (Mean Time To
    Prototype.)/(Inno. Reaction to Proto.)
  • (2) Celebrate failure.
  • Whoever makes the most mistakes wins.
  • Fail. Fail again. Fail better.
  • Reward excellent failures. Punish
    mediocre successes.
  • (3) Decentralize.
  • (4) Parallel Universe.
  • (5) Hang Out Axiom. (Hang cool More cool.
    Dull Dull.)
  • (6) diversity. (Every dimension.)
  • (7) Co-invent with outsiders./Entwined with
    outsiders.
  • (Including Crowdsourcing.)

165
Innovations Fourteen Imperatives (8)
Strategic Listening Core competence. (9)
Hire and promote 100 innovators.
Innovators characteristic Innovator.
Innovators characteristic Angry. (Anger gt
Blowback.) CEOInnovation bias. (10)
XFX/Cross-functional Excellence!! (1??) (11)
Chief Complexity Systems Destruction
Officer. (12) RD Equality. All
functions equal. (VA centerpiece./All staff
VA-meisters.) (13) Fun! Self-deprecating! (14)
Good luck! (Entropy rules.) (Major acquisition
Dumb.) (All these things work except
when they dont.)
166
11
167
L(21) L(-21)

168
Leadership(21A.D.) Leadership(21B.C.)

169
Allied commands depend on mutual confidence and
this confidence is gained, above all through
the development of friendships. General D.D.
Eisenhower, Armchair General (05.08)Perhaps
his most outstanding ability at West Point was
the ease with which he made friends and earned
the trust of fellow cadets who came from widely
varied backgrounds it was a quality that would
pay great dividends during his future coalition
command
170
Give good tea!
171
Delaware Rules eighty percent of success is
showing up. Woody Allen
172
?
173
Mandela, a model host in his prison hospital
room smiled grandly, put Justice Minister
Kobie Coetzee at his ease, and almost
immediately, to their quietly contained surprise,
prisoner and jailer found themselves chatting
amiably. It had mostly to do with body
language, with the impact Mandelas manner had on
people he met. First there was his erect posture.
Then there was the way he shook hands. The effect
was both regal and intimidating, were it not for
Mandelas warm gaze and his big, easy smile.
Coetzee was surprised by Mandelas willingness to
talk in Afrikaans, his knowledge of Afrikaans
history. Coetzee He was a born leader. And he
was affable. He was obviously well liked by the
hospital staff and yet he was respected even
though they knew he was a prisoner. Source
John Carlin, Playing the Enemy Nelson Mandela
and the Game that Made a Nation. (Mandela meets
surreptitiously with justice minister after
decades in prisonand turns on the charm)
174
The Real Worlds Little Rule Book Ben/tea Norm
/tea DDE/make friends WFBuckley/make friends-help
friends Gust/Suck down Charlie/poker
pal-BOF EVII/dance-flatter-mingle-learn the
language Vlad/birthday party of outgroup guys
wife CIO/finance network ERP installer/consult-on
e line of code GE Energy/make friends risk
assessment GWB/check the invitation
list GHWB/T-notes Hank/60 calls MarkM/5K-5M Delawa
re/show up Oppy/snub Lewis Strauss NM/smile -4.3T
/tin ear tp.com/Big 4-What do you
think? Women/genes Banker/after church Total
Bloody Mess/Can they pay back the loan?
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