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Title: LONG%20Tom%20Peters


1
LONGTom Peters X25EXCELLENCE.
ALWAYS.Bestsellers/Goteborg/29 May 2007In
Search of Excellence 1982-2007
2
Tom Peters G30EXCELLENCE.
ALWAYS.Bestsellers/Goteborg/29 May 2007
Research for In Search of Excellence 1977-2007
(Stop 1 Goteborg)
3
Slides at tompeters.com
4
All you need to know
5
25
6
You Your calendarCalendars never lie
7
All you need to know
8
New Zealand 2007
9
Ho hum 2 weeks in New Zealand
PfizerFordGapChryslerYahoomicrosoftwalma
rt??????
10
The last word There is no last word.
11
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
12
EXCELL-ENCE????
13
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
14
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors significantly underperformed
the market just 2 (2), GE Kodak,
outperformed the market from 1917 to 1987.SP
500 from 1957 to 1997 74 members of the Class of
57 were alive in 97 12 (2.4) of 500
outperformed the market from 1957 to
1997.Source Dick Foster Sarah Kaplan,
Creative Destruction Why Companies That Are
Built to Last Underperform the Market
15
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
16
C.E.O. to C.D.O.
17
(Practical) Implication?Go for it! (Why
notalternative is slow death, at best)
18
BIAS.BUILT.TO.LAST.NOT.
19
Built to LastvsBuilt to Change/Rock the World
20
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?)
21
GM25/50-75 Built to last????
22
EXCELLENCE. CIRCA 1982.
23
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
24
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Forbes/Excellence Index /Basket of 32
publicly traded stocks
25
EXCELLENCE.1982.Hard is soft.Soft is hard.
26
Hard Is SoftSoft Is Hard
27
Hard Is Soft (s)Soft Is Hard (people)
28
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
29
EXCELLENCE. ASPIRATION.2006.
30
Why in the World did you go to Siberia?
31
The Peters Principles Enthusiasm. Emotion.
Excellence. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy.
Surprise. Independence. Spirit. Community.
Limitless human potential. Diversity. Profit.
Innovation. Design. Quality. Entrepreneurialism.
Wow!
32
BUSINESS IS ABOUT POWER. Joanne Lipman,
editor, on Portfolio
33
enterprises that Matter change the game
offer solutions experiences that surprise ,
amaze, and transform perceptions of whats
possible and stick like super-glue in
customers minds. such offerings are
brilliantly conceived and flawlessly delivered
by unconventional, creative, hyper-committed,
energetic talent from within outside the
organization. Tom PetersE.g. Apple, Whole
Foods, Cirque du Soleil, Starbucks, Wegmans,
London Drugs, Griffin Hospital/Planetree
Alliance, John Laing Homes, RE/MAX, Sewell Autos,
Jims Group, The Met/Big Picture, Virgin,
Commerce Bank, Google, Basement Systems Inc.,
Ford (circa 1917), IBM (circa 1970), Wanamakers
(circa 1880)
34
EXCELLENCE. ASPIRATION.
35
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
36
EXCELLENCE. ASPIRATION.
37
Every time we come to a comfort zone, we will
find a way out. No Cloning. Reinvent the
brand with each new show. A typical day at the
office for me begins by asking, What is
impossible that I am going to do today?
Daniel Lamarre, president, Cirque du Soleil
38
Do one thing every day that scares you.
Eleanor Roosevelt
39
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
40
EXCELLENCE. ASPIRATION.UNIVERSAL.
41
Jims Group
42
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
43
Basement Systems Inc.
44
EXCELLENCE. REVENUE.MATTERS.MOST. TOP LINE
TOM.
45
CR OChief Revenue Officer
46
Our whole story is growing revenue. Vernon
Hill (Top-line driven standard is bottom-line
driven by cost cutting)
47
WE ARE ALL IN SALES!
48
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
49
EXCELLENCE. INNOVATE. OR. DIE.
50
What makes God laugh?
51
People making plans!
52
Recently I asked several corporate executives
what decisions they had made in the last year
that would not have been made were it not for
their corporate plans. All had difficulty
identifying one such decision. Since all of the
plans are marked secret or confidential, I
asked them how their competitors might benefit
from possession of their plans. Each answered
with embarrassment that their competitors would
not benefit. Russell Ackoff (from Henry
Mintzberg, The Rise and Fall of Strategic
Planning)
53
EXCELLENCE. INNOVATE. OR. DIE.
54
BIG???
55
More than 1 RD spending, last 25 years?
56
GM
57
Dick Kovacevich You dont get better by being
bigger. You get worse.
58
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
59
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

60
Daimler. And Dumb. Both Start with d.
61
Marriage in heaven Daimler-Benz and Chrysler
exchange vows, circa 1998 (Jürgen Schrempp)the
divorce on earth Daimler exec, circa 2007, on
probable Cerberus private equity purchase of
Chrysler from Daimler
62
Schrempp is one of the last dinosaurs of Germany
Inc. He represents a strategy of acquiring assets
and building empires that just didnt work.
Arndt Ellinghorst, analyst, Dresdner Kleinwort
WassersteinHis bets went sour one by one.
WSJ on Jürgen Schrempps conglomeration
(05.15.2007)Obviously, we overestimated the
potential for synergies. Dieter Zetsche, CEO,
Daimler
63
DaimlerChrysler/98-07 Duh, Duh, Duh, Duh and
DuhManifold Synergies/NoSevere Scale
limits/YesCulture clashes/YesRushmorean ego
issues/YesCustomer acceptance /No
64
Mission impossible?36B/98minus 675M/07
65
InnoTacs
66
We become who we hang out with 1
67
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
68
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
69
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
70
Normal o for 800
71
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
72
We become who we hang out with 2
73
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times
74
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
75
Dont benchmark futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
76
We become who we hang out with 3
77
WhackyWikiWorldWow
78
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
79
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
80
Concoct a Parallel universe!
81
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
82
Where to look for Playmates F.F.F.F. (Find
a Fellow Freak Faraway)
83
Build a School on top of a school (The Parallel
Universe Strategy)
84
Parallel Universe China!!!!!!!
85
Speed/ Tempo/is-it
86
the FedEx Economy headline/New York Times
87
Any3 Anything/ Anywhere/ Anytime
88
Power Tools For Power Strategies
89
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. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
90
do things.
91
We have a strategic plan. Its called doing
things. Herb Kelleher
92
drill.
93
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
94
try things.
95
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
96
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
97
Screw. things.Up.
98
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
99
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
100
Sams Secret 1!
101
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
102
try.Miss.try.
103
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
104
S.A.V.
105
No try. No deal.
106
You miss 100 of the shots you never take.
Wayne Gretzky
107
Intelligent people can always come up with
intelligent reasons to do nothing. Scott Simon
108
Conscious measurement
109
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/ Profound/
Wow/Game- changer Scale?
110
personal
111
To change minds effectively, leaders make
particular use of two tools the stories that
they tell and the lives that they lead.
Howard Gardner, Changing Minds
112
Work on me first. Kerry Patterson, Joseph
Grenny, Ron McMillan and Al Switzler/Crucial
Conversations
113
EXCELLENCE. 4/40.
114
4/40
115
De-cent-ral-iz-a-tion!
116
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
117
If if feels painful and scarythats real
delegation Caspian Woods, small biz owner
118
The True Logic of Decentralization6 divisions
6 tries6 divisions 6 DIFFERENT leaders
6 INDEPENDENT tries Max probability of
win6 divisions 6 very DIFFERENT leaders 6
very INDEPENDENT tries Max probability of
far out/3-sigma winDriver Law of
Large s
119
Ex-e-cu-tion!
120
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
121
Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
122
(1) sum of Projects Goal
(Vision) (2) sum of Milestones
project(3) rapid Review
Truth-telling accountability
123
Ac-count-a-bil-ity!
124
CF 30 (no salesfolk)MH 80 (salesfolk)
125
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
126
615A.M.
127
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
128
But its only 2am!
129
Where are you going? But its only 2am. You
see, you can live your life at 120 miles an hour,
and thats pretty impressive. But its not good
enough. Unless you live at 150 miles an hour, the
world will pass you by, HRH Prince Alwaleed
1 day 573 people met separately, 200 phone
calls, 100 text messages, etcSource Prince
Alwaleed, Inside the private world of the Middle
Easts most powerful investor cover story, The
Business, 0519.07
130
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M. (2a.m.)
131
Up, Up, Up, Up the Value-added Ladder.
132
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
133
55B
134
Huge Customer Satisfaction versus Customer
Success
135
Up, Up, Up, Up the Value-added Ladder.
136
The Value-added Ladder/ STUFF N THINGSGoods
Raw Materials
137
The Value-added Ladder/Stuff TRANSACTIONSServ
icesGoods Raw Materials
138
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/ Gamechanging
SolutionsServicesGoods Raw Materials
139
EXCELLENCE.SOLVE IT. NO OPTION.PSF. (PSF)
140
Disintermediation is overrated. Those who
fear disintermediation-outsourcing should in fact
be afraid of irrelevance outsourcing is just
another way of saying that youve become
irrelevant to your customers. John
Battelle/Point/Advertising Age/07.05
141
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
142
Former Fed Vice-chairman Alan Blinder
remains an implacable opponent of tariffs and
trade barriers. But now he is saying loudly that
a new industrial revolutioncommunication
technology that allows services to be delivered
from afarwill put as many as 40 million
American jobs at risk of being shipped out of
the country in the next decade or two. Wall
Street Journal /0328 Blinder 40 million
only the tip of a very big iceberg.
143
support function / cost center/ overhead
or
144
Are you Rock Stars of the Age of Talent
145
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
146
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team?
147
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
148
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
149
Psf.Bedrock.
150
PSF/Professional Service Firm/BeliefsProfes
sion Calling/Passion to make a
difference/Excellence
(always)point of view know exactly what we
stand for/
Dramatic
DifferenceClient enduring, test-the-limits
relationship/Trusted
advisorSolution Rock His-her World/ wow/
implemented Culture
change/ gtgtgtgtgtgt
satisfaction
151
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
152
Big Idea Corporation as Mega-PSF
(Professional Service Firm) Virtual
Collection of Entrepreneurially-minded
Professionals (Talent/Roster)
Creating/Applying Intellectual Capital (Work
Product)
153
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
154
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
155
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
156
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
157
Up, Up, Up, Up the Value-added Ladder.
158
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
159
Beyond the Transaction/ Satisfaction
MentalityGood hotel/ Happy guest/ Exceeded
Expectationsvs. Great Vacation/ Great
Conference/ Operation Personal Renewal
160
CXOChief eXperience Officer
161
EXCELLENCE.VALUE-ADDED LADDER III. DREAM
IT.
162
Furniture vs. DreamsWe do not sell furniture
at Domain. We sell dreams. This is accomplished
by addressing the half-formed needs in our
customers heads. By uncovering these needs, we,
in essence, fill in the blanks. We convert
needs into dreams. Sales are the inevitable
result. Judy George, Domain Home Fashions
163
Up, Up, Up, Up the Value-added Ladder.
164
The Value-added Ladder/ EMOTIONDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
165
CDMChief Dream Merchant
166
Dreams Come TrueIBM
167
EXCELLENCE.VALUE-ADDED LADDER III. ALL YOU
NEED IS LOVE.
168
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
169
Kevin Roberts Lovemarks!
170
Brand . LovemarkRecognized by
consumers . Loved by PeopleGeneric
PersonalPresents a narrative
.. Creates a Love storyThe promise of
quality A touch of SensualitySymbolic
.. IconicDefined
.. InfusedStatement
.. StoryDefined attributes
... Wrapped in MysteryValues
. SpiritProfessional
... Passionately CreativeAdvertising
agency .. Ideas companySource Kevin
Roberts, Lovemarks
171
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172
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173
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174
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175
Tattoo Brand What of users would tattoo the
brand name on their body?
176
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
177
Up, Up, Up, Up the Value-added Ladder.
178
The Value-added Ladder/ ECSTASY Lovemark
Dreams Come True Spellbinding
ExperiencesServicesGoodsRaw Materials
179
CL OChief Lovemark Officer
180
New (4 of 7) Value-added Ladder Plays to
Womens Inherent Strengths! Lovemark/F Dreams
Come True/F Spellbinding Experiences/FGamechangi
ng Solutions/FServices/FGoods/MRaw Materials/M
181
EXCELLENCE. DOES MATTER MATTER?
182
What Isnt Matter Is What Matters section
title, Branded Nation The Marketing of
Megachurch, College Inc., and Museumworld, James
Twitchell
183
VA Teaching MomentAndy pointed to a molding,
about halfway up the wall
184
The Boot and TimberlandThe Tomato/ Farmer
and Campbells
185
NEW MARKETS.
186
E-nor-mous Stra-te-gic opp-or-tun-ity
187
women.BOOMERS.GEEZERS.
188
Amazon Reviewer Trends TP-MB book is old
news! (1 of 5 stars)TP Repeating it doesnt
make it old. It aint old if it hasnt been
implemented!
189
women.BOOMERS.GEEZERS.
190
EXCELLENCE. AARGH.
191
2005
192
Good Thinking, Guys!Kodak Sharpens Digital
Focus On Its Best Customers Women Page 1
Headline/WSJ/0705
193
women.BOOMERS.GEEZERS.
194
Just Say No. Men
195
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
196
Womens TrifectaBuy WealthLead
ECLIPSE OF MALES (Old/Retire Young/Poorly
educated)
197
Not Just America Boys Falling Seven Years
Behind Girls at GCSE Level headline, Weekly
Telegraph, UK, 10.25.06
198
Girls are the new boys.Source The Daily
Mail, 0425.2007, Why todays women want a girl
199
Women are the majority market Fara
Warner/The Power of the Purse
200
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
201
Internet users 60 manage their lives and
the lives of their families Kelley Mooney,
president, Resource InteractiveSource Fara
Warner, The Power of the Purse
202
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
203
  • A World of Difference
  • Build Sales and Share by Tapping into
  • the Buying Power of Women

Martha Barletta Author, Marketing to Women
President CEO, The TrendSight Group
Powered by Microsoft Office Live Meeting
204
The Perfect Answer
Jill and Jack buy slacks in black
205
(No Transcript)
206
She knows more about the Volvo than the
salesman who greets her at the door. But how is
she treated? As if she has a low IQ , is slightly
hard of hearing , and really has no right to be
buying a luxury car and if she brought a male
friend with her, odds are 101 that the clueless
salesperson spent most of his time speaking to
him . Selling to Men, Selling to Women, Jeffery
Tobias Halter
207
Women dont buy brands. They join
them.EVEolution
208
Selling to men The TRANSACTION ModelSelling to
Women The RELATIONAL ModelSource Selling
to Men, Selling to Women, Jeffery Tobias Halter
209
2.6 vs. 21
210
75 switch financial advisors within 3 years
of widowhoodSource Eileen McDonnell, The
American College
211
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.
212
10. Womens Market Opportunity No. 1.
213
P-l-e-a-s-e Read Fara Warner The Power of the
Purse
214
Cases! Cases! Cases!McDonalds
(mom-centered to majority consumer not via
kids)Home Depot (Do it everything!
Herself)PG (more than house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
215
EXCELLENCE. OPPORTUNITY.WOMEN. BUSINESS.
OWNERS.
216
10.6
217
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
218
WOMEN. DOMINATE. ECONOMIC. GROWTH.
219
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
220
Since 1970, women have held two out of every
three new jobs created. FT, 10.03.2006
221
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
value-added imperatives. Women are better
salespersons than men. Women buy almost
everythingcommercial as well as consumer
goods. So what exactly is the point of men?
222
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
223
COROLLARY. EXCELLENCE. WOMEN.RULE.
224
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
225
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
diversity. Judy B. Rosener, Americas
Competitive Secret Women Managers
226
New (4 of 7) Value-added Ladder Plays to
Womens Inherent Strengths! Lovemark/F Dreams
Come True/F Spellbinding Experiences/FGamechangi
ng Solutions/FServices/FGoods/MRaw Materials/M
227
women.BOOMERS.GEEZERS.
228
2014,000,000,000,000- 25,000,000,000,000
229
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
230
7/13
231
women.BOOMERS.GEEZERS.
232
Subject Marketers StupidityIts 18-44,
stupid!
233
Subject Marketers StupidityOr is it 18-44
is stupid, stupid!
234
2000-2010 Stats18-44 -155 21(55-64
47)
235
BOOMERS.GEEZERS.MONEY.ALL.NOW.
236
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!
237
(No Transcript)
238
See me. Watch me. respect me. Suck up to
me. Serve me. Love me. Love my longevity. Love
my m-o-n-e-y.
239
Elizabeth Cady Stanton (more or less) (circa
0331.2007)
240
See her. Watch her. respect her. Be
obsequious to her. Serve her. Love her. Love her
long longevity. Love her m-o-n-e-y. (which is
damn near a-l-l the mon-.)
241
Boomers-Geezers-Womens TrifectaBuy/all
Wealth/all time left/ lots
Eclipse of males/retire-die
242
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
243
One particularly puzzling category of
youth-obsession is the highly coveted target of
men 18-34, and its always referred to as highly
coveted category. Marketers have been distracted
by men age 18-34 because they are getting harder
to reach. So what? Who wants to reach them?
Beyond fast food and beer, they dont buy much of
anything. The theory is that if you get them
while theyre young, theyre yours for life.
What nonsense! Marti Barletta, PrimeTime Women
244
Fifty-four years of age has been the highest
cutoff point for any marketing initiative Ive
ever been involved in. Which is pretty weird when
you consider age 50 is right about when people
who have worked all their lives start to have
some money to spend. Marti Barletta, PrimeTime
Women
245
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
246
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
247
Brand Loyalty Stable or Unstable/Fickle?Seri
al Monogamy A Personal OdysseyTom
Peters/0411.07
248
Beer National Boh to Bud to Anchor Steam to
ZilchCar Chevrolet (1942-1962) to misc to
SubaruBiz Clothes Various warehouses to Brooks
to Nordstrom to MilanBiz Big (U.S. Navy,
McKinsey) to Small (de facto self-employed)Sports
clothes Misc-cheap to NorthfaceSpouse Sexy
broad (wife 1) to Best friend/Brainy
(sexy)School Cornell to Stanford to RISD (Go
Nads!)Pens Cross to BicFood Safeway to Whole
FoodsMusic Beatles to QueenHome Furnishings
With it to ComfortableHome SF Bay Area to West
Tinmouth VTFavorite sport Lacrosse-Crew to
Speed Walking-Trekking-RowingFavorite MLB, NFL
Orioles-Baltimore Colts to As-Raiders
(Warriors!)Favorite magazine Life to
WiredFavorite media Print-Radio to
Web-RadioFavorite airline TWA to American to
LufthansaHome East to WestVacations USA to
New Zealand Price Cheap to Varied (WalMart to
Milan)Hotel Ramada/Holiday Inns to Four
Seasons/Leading HotelsRestaurants McDonalds to
Hole in the wall Stores Misc/Big to Little
shopsLoyalty Serial monogamy (just as loyal now
as then love em, then leave em)
249
Peo-ple
250
EXCELLENCE. INDIVIDUAL.BRAND YOU.
251
One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented
creativity, advancement of knowledge, and
economic development. But at the same time, it
will tend to undermine safety net systems and
penalize the unskilled. Clyde Prestowitz, Three
Billion New Capitalists
252
Distinct or Extinct
253
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
254
New Work
SurvivalKit.2007 1. MASTERY! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/UNIQUE SELLING PROPOSITION 4. Rolodex
Obsession (From vertical/hierarchy/suck up
loyalty to horizontal/colleague/mate
loyalty)5. ENTREPRENEURIAL INSTINCT (A sleepless
Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSO
N/CLOSER (CEO, Me Inc. 24/7!)7. Master of
Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)8.
Sense of Humor (A willingness to Screw Up Move
On) 9. Comfortable with Your Skin (Bring
interesting you to work!)10. Intense Appetite
for Technology (E.g. How Cool-Active is your
Web site? Do you Blog?)11. EMBRACE MARKETING
(Your own CSO/Chief Storytelling Officer)12.
PASSION FOR RENEWAL (Your own CLO/Chief Learning
Officer) 13. EXECUTION EXCELLENCE! (Show up on
time! Leave last!)
255
Personal Brand Equity Evaluation
  • My current Project is challenging me
  • New things Ive learned in the last 90 days
    include
  • I am known for 2 to 3 things next year at this
    time Ill also be known for 1 more thing.
  • My public recognition program consists of
  • Additions to my Rolodex in the last 90 days
    include
  • My resume is discernibly different from last
    years
  • at this time

256
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/The News HourPBS/1122.2006
257
Getting to WOW Through Mastery of The
Sales25.
258
Presentation Excellence The PresX56
259
The problem with communication ...is the
ILLUSION that it has been accomplished.
George Bernard Shaw
260
Everyone lives by selling something. Robert
Louis Stevenson
261
Listening Interviewing Excellence The IntX31
262
supreme skills(m.i.a.)
263
Talk.Listen.
264
EXCELLENCE. BEDROCK.TALENT.
265
THE FUTURE BELONGS TO SMALL POPULATIONS
WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE
THE TEMPTATION OFOR DO NOT HAVE THE OPTION
OFEXPLOITING NATURAL RESOURCES.Source Juan
Enriquez/As the Future Catches You
266
Hire very good people!
267
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
268
CtaOChief talent acquisition Officer
269
INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!
270
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
271
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.
272
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
273
CQOChief quest-meister
274
EMPHASIZE THE SOFT SKILLS.
275
?
276
A Few Lessons from the ArtsEach hired and
developed and evaluated in unique ways (23
contributors 23 unique contributions 23
pathways 23 personalities 23 sets of
motivators)Attitude/Enthusiasm/Energy
paramountRe-lent-less!Practice is cool (G
Leonard/Mastery)Team and individual Aspire to
EXCELLENCE ObviousEx-e-cu-tionTalent Brand
DuhThe Project rulesEmotional languageBit
players. No.B.I.W. (everything)Delta events
Delta rosters (incl leader/s)
277
Build on strengths
278
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify ach persons weaker
areas and eradicate them. The great manager
believes the opposite. He believes that the most
influential qualities of a person are innate and
therefore that the essence of management is to
deploy these innate qualities as effectively as
possible and so drive performance. Marcus
Buckingham, The One Thing You Need to Know
279
SO YOURE A PEOPLE PERSON? PROVE IT.
280
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
281
PARCs Bob Taylor Connoisseur of Talent
282
SO YOURE A PEOPLE PERSON? PROVE IT.
283
lt CAPEXgt People!
284
SO YOURE A PEOPLE PERSON? PROVE IT.
285
PUT HR AT THE HEAD OF THE HEAD TABLE. BEST
PEOPLE. NOBLEST MISSION.
286
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance i.e., its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
287
LIVE FOR TALENT!
288
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
289
Brand Talent.
290
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
291
EXCELLENCE. AWOL THE SCHOOLS FIASCO.
292
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!
293
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on. Richard Farson Ralph Keyes,
Whoever Makes the Most Mistakes Wins
294
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer
2002/Research by Thomas Lockwood
295
New Economy Biz Degree ProgramsMBA (Master of
Business Administration) MMM1 (Master of
Metaphysical Management) MMM2 (Master of
Metabolic Management)MGLF (Master of Great Leaps
Forward)MTD (Master of Talent Development)W/MwGT
Dw/oC (Woman/Man Who Gets Things Done without
Certificate)DE (Doctor of Enthusiasm)
296
Just say No!
297
Promise 1 Never, ever again will I evaluate
anyone using a standardized instrument devised
by a professional in inhuman Resources.
298
53 53
299
One size NEVER fits all.
300
Arts/???V.P.s/???Nobel Prizes/???Our
spouse/???Our children/???
301
NEVER ever ever . ever ever ever
ever ever ever EVER ever ever ever
302
EXCELLENCE. BEDROCK.LEADERSHIP.12 Ps. Tom
Peters/04.18.2007
303
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
304
21st-century Leadership Bunkum
305
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
306
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)
307
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
308
USNWR What traits do successful activists
share?Studs Terkel, age 91 They have hope,
and they imbue others with hope.
309
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
310
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
311
Leader Job OnePaint Portraits of Excellence!
312
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
313
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
314
EX-UB-ER-ANCE!
315
Exuberance The Passion for Life, by Kay Redfield
Jamison I believe exuberance is incomparably
more important than we acknowledge. If, as has
been claimed, enthusiasm finds the opportunities
and energy makes the most of them, a mood of mind
that yokes the two of them is formidable
indeed. The Greeks bequeathed to us one of
the most beautiful words in our languagethe
word enthusiasmen theosa god within. The
grandeur of human actions is measured by the
inspiration from which they spring. Happy is he
who bears a god within, and who obeys it.Louis
Pasteur Exuberance is, at its quick,
contagious. As it spreads pell-mell through a
group, exuberance excites, it delights, and it
dispels tension. It alerts the group to change
and possibility.
316
Exuberance The Passion for Life, by Kay Redfield
Jamison A leader is someone who creates
infectious enthusiasm.Ted Turner Glorious
was a term John Muir would invoke time and
again despite his conscious attempts to
eradicate it from his writing. Glorious and
joy and exhilaration no matter how often he
scratched out these words once he had written
them, they sprang up time and again To meet
Roosevelt, said Churchill, with all his buoyant
sparkle, his iridescence, was like opening a
bottle of champagne. Churchill, who knew both
champagne and human nature, recognized ebullient
leadership when he saw it.
317
Exuberance The Passion for Life, by Kay Redfield
Jamison At a time of weakness and mounting
despair in the democratic world, Roosevelt stood
out by his astonishing appetite for life and by
his apparently complete freedom from fear of the
future as a man who welcomed the future eagerly
as such, and conveyed the feeling that whatever
the times might bring, all would be grist to his
mill, nothing would be too formidable or crushing
to be subdued. He had unheard of energy and gusto
and was a spontaneous, optimistic,
pleasure-loving ruler with unparalleled capacity
for creating confidence.Isaiah Berlin on FDR
318
Exuberance The Passion for Life, by Kay Redfield
Jamison Churchill had a very powerful mind,
but a romantic and unquantitative one. If he
thought about a course of action long enough, if
he achieved it alone in his own inner
consciousness and desired it passionately, he
convinced himself it must be possible. Then, with
incomparable invention, eloquence and high
spirits, he set out to convince everyone else
that it was not only possible, but the only
course of action open to man.C.P. Snow We
are all worms. But I do believe that I am a
glow-worm.Churchill on Churchill The
multitudes were swept forward till their pace was
the same as his.Churchill on T.E. Lawrence He
brought back a real joy to music.Wynton
Marsalis on Louis Armstrong
319
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
320
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
321
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Potent.Positive.
322
MBWA5,000 miles for a 5-minute face-to-face
meeting (courtesy super-agent Mark McCormick)
323
25
324
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
325
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
326
You must be the change you wish to see in the
world.Gandhi
327
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?
328
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
329
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
330
The Jim Jeffords oversight!
331
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
332
Pissed Off As in Im pissed off and Im
not gonna take it any more Innovation Stems
from Irritation (Re-imagining Results from
Rage)
333
F(Anger/Passion) gtgtgtgt f(Pushback from Threatened
Fat-cats Bureau-crats)
334
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
335
SERIOUS PLAY
336
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.
Michael Schrage, Serious Play
337
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. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
338
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
339
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
340
incredible power of endurance political
colleague, on Nicolas Sarkozy, repeatedly written
off by the public and the celestial powers of
French politics (FT, 0515.07)
341
Re-lent-less
342
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
343
Leaders do people. Period. Anon.
344
Leaders SERVE people. Period. Anon.
345
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
346
Sorry, Ive got to gothe HR people get on me if
I dont go do my shake hands-chat up duty
president, large division of large company in
the _______ industry
347
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
348
We become who we hang out with
349
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically mak
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