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Title: NOTE: To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:


1
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
2
LONGTom Peters X25EXCELLENCE.
ALWAYS.People.Period.Taleo/0910.2007/San
FranciscoIn Search of Excellence 1982-2007
3
Slides at tompeters.com
4
Establishing Shot 1
5
Q4/2006500,000 Source Barrons 0922.07
6
Q4/2006500,000 ? Source Barrons 0922.07
7
Q4/2006500,000 7,700,000-7,200,000
Source Barrons 0922.07
8
Establishing Shot 2
9
Flash
10
Flash The Rich Get Richer
11
1/100 Best Companies to Work for/2005
12
Wegmans
13
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
14
Establishing Shot 3
15
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)
16
profits, people or people, profits?
17
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
18
TP How to piss away 500,000 in one easy
lesson!!
19
Establishing Shot 4
20
25
21
EXCELLENCE. ASPIRATION.2006.
22
Why in the World did you go to Siberia?
23
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
24
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!
25
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
26
To me business isnt about wearing suits or
pleasing stockholders. Its about being true to
yourself, your ideas and focusing on the
essentials. Richard Branson
27
Organizations exist to serve. Period. Leaders
live to serve. Period. Summer 2007.
28
Organizations exist to serve. Period. Leaders
live to serve. Period.
29
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.
30
Organizations exist to serve. Period. Leaders
live to serve. Period. Passionate servant
leaders, determined to create a legacy of
earthshaking transformation in their domain
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 of
diverse individuals is unleashed in passionate
pursuit of jointly perceived soaring purpose and
personal and community and client service
Excellence.
31
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.
32
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.
33
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.
34
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.
35
Did one of em ever turn to the other and say
Wow, I wonder what unimaginable new tools,
otherwise not possible, will be brought forth
for my daughter Alice, age 17, because of this
deal?
36
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 our customers because of this deal?
37
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
38
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
39
Its just a fact Survivors underperform.
Dick Foster
40
Built to LastvsBuilt to Change/Rock the World
41
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?)
42
Do one thing every day that scares you.
Eleanor Roosevelt
43
Truly, truly All you need to know
44
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
45
Elizabeth Cady Stanton (more or less) (circa
0331.2007)
46
All you need to know
47
24
48
Single greatest act of pure imagination
49
dubai
50
EXCELLENCE. CIRCA 1982.
51
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
52
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
53
EXCELLENCE. TOM. 2007.
54
Hire Great People (Resilient, Passionate) Try
a Lot of Stuff (S.A.V./R.F.A.)aCCEPT NO LESS
THAN EXCELLENCE/PURSUE Wow!enjoy It While It
Lasts
55
EXCELLENCE.1982.Hard is soft.Soft is hard.
56
Hard Is SoftSoft Is Hard
57
Hard Is Soft (s)Soft Is Hard (people)
58
EXCELLENCE.the rules.
59
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
60
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)
61
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
62
Cause Space Decency serviceexcellence
servant leadership
63
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
64
Hire Great People (Resilient, Passionate) Try
a Lot of Stuff (S.A.V./R.F.A.) all wow all
the timeEnjoy It While It Lasts
65
EXCELLENCE. ASPIRATION.UNIVERSAL.
66
Jims Group
67
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
68
Basement Systems Inc.
69
Basement Systems Inc.Larry JaneskyDry
Basement Science (115,000!)1993 0 2003
12M 2006 50,000,000
70
Perdue, Semco, Wegmans, John Laing, Commerce
Bank, Milliken, Jims Group, Basement Systems
Inc, Guardsmark, PPI/Professional Parking
Services Inc, Soft stuff/ people, action,
Execution, Quality of the Experience
71
EXCELLENCE. INNOVATE. OR. DIE.
72
InnoTacs
73
We become who we hang out with 1
74
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
75
Normal o for 800
76
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.)
77
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
78
The Memphis Manifesto Building a Community of
Ideas1. Cultivate reward creativity.2.
Invest in the creative ecosystem.3. Embrace
diversity.4. Nurture the creatives.5. Value
risk-taking.6. Be authentic (emphasize
uniqueness)7. Invest in and build on quality of
place.8. Remove barriers to creativity.9. Take
responsibility for change. Development as
D.I.Y.10. Ensure that every person, especially
children, has the right to creativity.
Become a Steward of creativity.2003/The
Creative 100/MemphisSource Richard Florida, The
Rise of the Creative Class
79
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.
80
What makes God laugh?
81
People making plans!
82
The secret of fast progress is inefficiency,
fast and furious and numerous failures. Kevin
Kelly
83
do things.
84
We have a strategic plan. Its called doing
things. Herb Kelleher
85
drill.
86
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
87
try things.
88
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
89
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
90
SERIOUS PLAY
91
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
92
Screw. things.Up.
93
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
94
Sams Secret 1!
95
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
96
If people tell me they skied all day and never
fell down, I tell them to try a different
mountain. Michael Bloomberg (BW/0625.07)
97
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
98
try.Miss.try.
99
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
100
S.A.V.
101
No try. No deal.
102
You miss 100 of the shots you never take.
Wayne Gretzky
103
Conscious measurement
104
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?
105
personal
106
Step 1 Buy a Mirror!
107
Work on me first. Kerry Patterson, Joseph
Grenny, Ron McMillan and Al Switzler/Crucial
Conversations
108
EXCELLENCE. 4/40.
109
4/40(Decentralization/Execution/Accountability/6
15A.M.)
110
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
111
De-cent-ral-iz-a-tion!
112
Enemy 1I.C.D.Note 1 Inherent/Inevitable/Imm
utable Centralist DriftNote 2 Jim Burkes
1-word vocabulary No.
113
No problems No progress.Period.
114
Or Is It Mike Whos Crazy?Isnt it crazy that
your child is learning different material and
being held to a different standard than, say,
your sister children in another state? Mike
Petrilli, Fordham Institute (U.S. News World
Report, 0305.07)
115
Ex-e-cu-tion!
116
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
117
almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
118
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
119
Ac-count-a-bil-ity!
120
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)
121
Mr Zetsche, head of Chrysler from 2000 to 2005,
denied he should take any responsibility for
the U.S. carmakers troubles Financial Times
/05.29.07
122
10,000,000/Day
123
615A.M.
124
Peo-ple
125
EXCELLENCE. INDIVIDUAL.BRAND YOU.
126
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
127
BRAND YOU.NO OPTION.
128
12January2006Happy 300 th, Brand You!
129
The electrician knows!
130
EXCELLENCE. BEDROCK.TALENT.
131
Hire very good people!
132
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
133
INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!
134
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
135
EMPHASIZE THE SOFT SKILLS.
136
?
137
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)
138
Diversity profit
139
Diversity defines the health and wealth of
nations in a new century. Mighty is the
mongrel. The hybrid is hip. The impure, the
mélange, the adulterated, the blemished, the
rough, the black-and-blue, the mix-and-match
these people are inheriting the earth. Mixing is
the new norm. Mixing trumps isolation. It
spawns creativity, nourishes the human spirit,
spurs economic growth and empowers nations.
G. Pascal Zachary, The Global Me New
Cosmopolitans and the Competitive Edge
140
Build on strengths
141
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
142
53 53
143
53 53
144
Promise 1 Never, ever again will I evaluate
anyone using a standardized instrument devised
by a professional in inhuman Resources.
145
SO YOURE A PEOPLE PERSON? PROVE IT.
146
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
147
PARCs Bob Taylor Connoisseur of Talent
148
Do TALENT!
149
Leaders do people. Period. Anon.
150
Les Wexner From sweaters to people!
151
220 workdays 220 rostersSource Coach K
152
SO YOURE A PEOPLE PERSON? PROVE IT.
153
lt CAPEXgt People!
154
SO YOURE A PEOPLE PERSON? PROVE IT.
155
PUT HR AT THE HEAD OF THE HEAD TABLE. BEST
PEOPLE. NOBLEST MISSION.
156
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.
157
LIVE FOR TALENT!
158
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
159
Brand Talent.
160
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
161
EXCELLENCE. AWOL. THE SCHOOLS FIASCO.K-12.
162
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
163
Every child is born an artist.The trick is to
remain an artist.Picasso
164
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!
165
EXCELLENCE. BEDROCK.LEADERSHIP.9Ps.
166
21st-century Leadership Bunkum
167
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
168
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
169
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)
170
Leader Job OnePaint Portraits of Excellence!
171
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
172
Ben Zander I am a Dispenser of Enthusiasm!
173
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
174
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
175
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
176
Its always showtime. David DAlessandro,
Career Warfare
177
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
178
You must be the change you wish to see in the
world.Gandhi
179
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
180
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
181
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
182
Re-lent-less
183
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
184
Leaders SERVE people. Period. Anon.
185
Leaders Understand Brand Talent.
186
Leaderships 10th P
Promotion
187
Everyone studies the brigadier general promotion
list like tarot cardswho makes it, who doesnt.
It communicates what qualities are valued and
not valued. Colonel, unidentified, from
Challenging the Generals, Sunday Times
Magazine, 0826.07
188
2 per Year/ 20 per Decade Excellence Legacy
189
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
190
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!
191
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
192
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
193
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
194
On NELSON other admirals more frightened of
losing than anxious to win
195
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
196
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)
197
"Life is not a journey to the grave with the
intention of arriving safely in one pretty and
well preserved piece, but to skid across the line
broadside, thoroughly used up, worn out, leaking
oil, shouting GERONIMO! Bill McKenna,
professional motorcycle racer (Cycle magazine
02.1982)
198
Ger-on-i-mo!
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