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2 LONGTom Peters X25EXCELLENCE.
ALWAYS.People.Period.Taleo/0910.2007/San
FranciscoIn Search of Excellence 1982-2007
3Slides at tompeters.com
4Establishing Shot 1
5Q4/2006500,000 Source Barrons 0922.07
6Q4/2006500,000 ? Source Barrons 0922.07
7Q4/2006500,000 7,700,000-7,200,000
Source Barrons 0922.07
8Establishing Shot 2
9Flash
10Flash The Rich Get Richer
111/100 Best Companies to Work for/2005
12Wegmans
13 I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
14Establishing Shot 3
15Excellence 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)
16profits, people or people, profits?
17Our 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
18TP How to piss away 500,000 in one easy
lesson!!
19Establishing Shot 4
2025
21 EXCELLENCE. ASPIRATION.2006.
22 Why in the World did you go to Siberia?
23SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
24The 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!
25Enterprise (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
26To me business isnt about wearing suits or
pleasing stockholders. Its about being true to
yourself, your ideas and focusing on the
essentials. Richard Branson
27Organizations exist to serve. Period. Leaders
live to serve. Period. Summer 2007.
28Organizations exist to serve. Period. Leaders
live to serve. Period.
29Organizations 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.
30Organizations 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.
32Such 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.
33In 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.
35Did 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?
36Did 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?
37I 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
38Forbes100 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
39Its just a fact Survivors underperform.
Dick Foster
40Built to LastvsBuilt to Change/Rock the World
41TP1 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?)
42Do one thing every day that scares you.
Eleanor Roosevelt
43Truly, truly All you need to know
44Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
45Elizabeth Cady Stanton (more or less) (circa
0331.2007)
46All you need to know
4724
48Single greatest act of pure imagination
49dubai
50 EXCELLENCE. CIRCA 1982.
51Excellence1982 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
52ExIn 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.
54Hire 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
55EXCELLENCE.1982.Hard is soft.Soft is hard.
56Hard Is SoftSoft Is Hard
57Hard Is Soft (s)Soft Is Hard (people)
58EXCELLENCE.the rules.
59Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
60Cause (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)
61Cause (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
62Cause Space Decency serviceexcellence
servant leadership
63 We are a Life Success Company.Dave Liniger,
founder, RE/MAX
64Hire 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.
66Jims Group
67Jims 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.
69Basement Systems Inc.Larry JaneskyDry
Basement Science (115,000!)1993 0 2003
12M 2006 50,000,000
70Perdue, 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.
72InnoTacs
73 We become who we hang out with 1
74Measure 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
75Normal 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.)
77The 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.
80What makes God laugh?
81People making plans!
82The secret of fast progress is inefficiency,
fast and furious and numerous failures. Kevin
Kelly
83do things.
84We 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
87try things.
88We 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
89Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
90 SERIOUS PLAY
91You 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
92Screw. things.Up.
93Fail . Forward. Fast.High Tech CEO,
Pennsylvania
94Sams Secret 1!
95Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
96If people tell me they skied all day and never
fell down, I tell them to try a different
mountain. Michael Bloomberg (BW/0625.07)
97Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
98try.Miss.try.
99READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
100S.A.V.
101No try. No deal.
102You miss 100 of the shots you never take.
Wayne Gretzky
103Conscious measurement
104Innovation 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?
105personal
106Step 1 Buy a Mirror!
107Work on me first. Kerry Patterson, Joseph
Grenny, Ron McMillan and Al Switzler/Crucial
Conversations
108 EXCELLENCE. 4/40.
1094/40(Decentralization/Execution/Accountability/6
15A.M.)
110DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
111De-cent-ral-iz-a-tion!
112Enemy 1I.C.D.Note 1 Inherent/Inevitable/Imm
utable Centralist DriftNote 2 Jim Burkes
1-word vocabulary No.
113No problems No progress.Period.
114Or 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)
115Ex-e-cu-tion!
116Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
117almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
118Relentless 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
119Ac-count-a-bil-ity!
120GE 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)
121Mr 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
12210,000,000/Day
123615A.M.
124 Peo-ple
125 EXCELLENCE. INDIVIDUAL.BRAND YOU.
126If 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.
12812January2006Happy 300 th, Brand You!
129The electrician knows!
130 EXCELLENCE. BEDROCK.TALENT.
131Hire very good people!
132We 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
133INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!
134In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
135EMPHASIZE THE SOFT SKILLS.
136?
137A 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
139Diversity 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
14253 53
14353 53
144Promise 1 Never, ever again will I evaluate
anyone using a standardized instrument devised
by a professional in inhuman Resources.
145SO YOURE A PEOPLE PERSON? PROVE IT.
146The 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
147PARCs Bob Taylor Connoisseur of Talent
148Do TALENT!
149Leaders do people. Period. Anon.
150Les Wexner From sweaters to people!
151220 workdays 220 rostersSource Coach K
152SO YOURE A PEOPLE PERSON? PROVE IT.
153lt CAPEXgt People!
154SO YOURE A PEOPLE PERSON? PROVE IT.
155PUT HR AT THE HEAD OF THE HEAD TABLE. BEST
PEOPLE. NOBLEST MISSION.
156A 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.
157LIVE FOR TALENT!
158Our 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.
162The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
163Every child is born an artist.The trick is to
remain an artist.Picasso
164My 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.
16621st-century Leadership Bunkum
167PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
168PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
169People 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)
170Leader Job OnePaint Portraits of Excellence!
171PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
172Ben Zander I am a Dispenser of Enthusiasm!
173PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
174The 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
175PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
176 Its always showtime. David DAlessandro,
Career Warfare
177PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
178You must be the change you wish to see in the
world.Gandhi
179PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
180This 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
181Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
182Re-lent-less
183PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
184Leaders SERVE people. Period. Anon.
185 Leaders Understand Brand Talent.
186 Leaderships 10th P
Promotion
187Everyone 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
1882 per Year/ 20 per Decade Excellence Legacy
189PURPOSE.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!
191You 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
192PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
193The 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
195PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
196Excellence 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)
198Ger-on-i-mo!