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1
NOTE To appreciate this presentation and
insure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
2
Part 2Tom Peters EXCELLENCE.
ALWAYS.New Master/21 August 2008
3
Slides at tompeters.com
4
Ten PartsP1.1, P1.2, P1.3,
P1.4/GenericP2/LeadershipP3/TalentP4/Value-add
ed LadderP5/New Markets P6/The
EquationsP7/ImplementationP8/13 Guru
GaffesP9/HealthcareP10/The Lists
5
Part 2
6
Excellence The Leadership50
7
bedrock.
8
1. Leaders serve.
9
Organizations exist to serve. Period. Leaders
live to serve. Period.
10
The Basic Mechanism.
11
2. Leadership Is a Mutual Discovery Process.
12
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
13
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.
14
Leaders Mt Everest Testfree to do his or
her absolute best allow its members to
discover their greatness.
15
The Dream Manager Matthew KellyE.g. An
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
16
Quests!
17
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
18
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)
19
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
20
Cause Space Decency serviceexcellence
servant leadership
21
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke TP An
organization is, in fact and after all is
said and done, a/the house in which most of us
live most of the time.
22
Why in the World did you go to Siberia?
23
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
24
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.
25
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.
26
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.
27
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.
28
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.
29
Internal organizational excellence Deepest
Blue Ocean
30
A Blue ocean is by definition very profitable
and will be quickly copied. sustainable blue
(Internal organizational excellence) is far more
difficult to copy.
31
Internal organizational excellence Brand
inside
32
B(I) gt B(O)
33
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the gameit is the game. Lou Gerstner, Who
Says Elephants Cant Dance
34
The Leadership Types.
35
3. Great Leaders on White Horses Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
36
Whoops Jack didnt have a vision!
37
4. But There Are Times When the visionary
Type (Type II Leadership) Matters!
38
A leader is a dealer in hope. Napoleon
39
5. Find the Businesspeople! (Type III
Leadership)
40
I.P.M. (Inspired Profit Mechanic)
41
6. All Organizations Need the Golden Leadership
Triangle.
42
The Golden Leadership Triangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic.
43
7. Leadership Mantra 1 IT ALL DEPENDS!
44
Renaissance Men are a snare, a myth, a
delusion!
45
8. The Leader Is Rarely/Never the Best Performer.
46
The Leadership Dance.
47
9. Leaders SHOW UP!
48
MBWA
49
A body can pretend to care, but they cant
pretend to be there. Texas Bix Bender
50
Its always showtime. David DAlessandro,
Career Warfare
51
10. Leaders LOVE the MESS!
52
If things seem under control, youre just not
going fast enough. Mario Andretti
53
11. Leaders DO!
54
We have a strategic plan. Its called doing
things. Herb Kelleher
55
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
56
12. Leaders Re-do.
57
Phil Crosby is an idiot!
58
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
59
13. BUT Leaders Know When to Wait.
60
Tex Schramm The too hard box!
61
14. Leaders Are Optimists.
62
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
63
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. L ou Cannon
64
15. Leaders FOCUS!
65
Dennis, you need a To-dont List !
66
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five.Not ten.Three. Richard
Haass, The Power to Persuade
67
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
68
16. Leaders Send V-E-R-Y Clear Signals About
Whats Important!
69
Really Important Stuff Rogers Rule of Three!
70
Robinson/American ExpressPuckett/HughesOlsen/Dig
italMozilo/CountrywideMilliken/MillikenWelch/GE
71
Danger S.I.O. (Strategic Initiative Overload)
72
If It Aint Broke Break It.
73
17. Leaders FORGET!/Leaders DESTROY!
74
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
75
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
76
18. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

77
Damned If You Do, Damned If You Dont, Just
Plain Damned.Subtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
78
19. Leaders HONOR THE USURPERS.
79
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersSource Wayne Burkan,
Wide Angle Vision
80
20. Leaders Make Lots of Mistakes and MAKE NO
BONES ABOUT IT!
81
Fail faster. Succeed sooner.David Kelley/IDEO
82
21. Leaders Make BIG MISTAKES!
83
Reward excellent failures. Punish mediocre
successes.Phil Daniels
84
Create.
85
22. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
86
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

87
YESBANKCommerce Bank
88
23. Leaders Make Their Mark / Leaders Do
Stuff That Matters
89
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
90
24. Leaders Push Their Organizations W-a-y Up
the Value-added Chain.
91
55B
92
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
93
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
94
24
95
Every project we undertake starts with the same
question How can we do what has never been done
before? Stuart Hornery, Lend Lease
96
25. Leaders Push Past Service Transactions to
Scintillating Experiences.
97
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
98
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
99
26. Leaders LOVE the New Technology!
100
Power Tools For Power Strategies/ARD 40K
101
27. Needed? Type IV Leadership Technology
Dreamer-True Believer
102
The Golden Leadership Quadrangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic (4) Technology Dreamer-True Believer.
103
Talent.
104
28. Leaders DO TALENT!
105
Leaders do people. Period. Anon.
106
Brand Talent.
107
29. When It Comes to TALENT Leaders Always Go
Berserk!
108
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
109
30. Leaders Listen. Leaders Consult.
110
The One line of code Theorem All we-they-me
want is (1) to be consulted, (2) to be taken
seriously, (3) a tiny show of appreciation
111
Passion.
112
31. Leaders Sell PASSION!
113
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)
114
Gary Hamel Create a cause, not a business.
115
32. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
116
BZ I am a Dispenser of Enthusiasm!
117
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
118
33. Leaders Are in a Hurry
119
We dont sell insurance anymore. We sell speed.
Peter Lewis, Progressive
120
Metabolic Management
121
34. Leaders Focus on the SOFT STUFF!
122
Hard is soft. Soft Is hard.
123
Message Leadership is all about love! Passion,
Enthusiasms, Appetite for Life, Engagement,
Commitment, Great Causes Determination to Make
a Damn Difference, Shared Adventures, Bizarre
Failures, Growth, Insatiable Appetite for Change.
124
The Job of Leading.
125
35. Leaders Know Its ALL SALES ALL THE TIME.
126
If you dont LOVE SALES find another life.
(Dont pretend youre a leader.)
127
36. Leaders LOVE POLITICS.
128
If you dont LOVE POLITICS find another life.
(Dont pretend youre a leader.)
129
All success is a Matter of implementation. All
implementation is a matter of politics.
130
37. But Leaders Also Break a Lot of China.
131
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, Most Admired
Global Corporations
132
38. Leaders Give RESPECT!
133
  • It was much later that I realized Dads secret.
    He gained respect by giving it. He talked and
    listened to the fourth-grade kids in Spring
    Valley who shined shoes the same way he talked
    and listened to a bishop or a college president.
    He was seriously interested in who you were and
    what you had to say.
  • Source Sara Lawrence-Lightfoot, Respect

134
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
135
39. Leaders Say Thank You.
136
The deepest human need is the need to be
appreciated.William James
137
FLOWERPOWER
138
40. Leaders Are Curious.
139
The Three Most Important Letters WHY?
140
41. Leadership Is a Performance.
141
It is necessary for the President to be the
nations No. 1 actor.FDR
142
42. Leaders Are The Brand
143
You must be the change you wish to see in the
world.Gandhi
144
Its always showtime. David DAlessandro,
Career Warfare
145
43. Leaders Have a GREAT STORY!
146
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
147
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
148
Leader Job 1Paint Portraits of Excellence!
149
Introspection.
150
44. Leaders Enjoy Leading.
151
Tom, you left out one thing
152
45. Leaders LAUGH!
153
46. Leaders KNOW THEMSELVES.
154
Individuals (would-be leaders) cannot engage in a
liberating mutual discovery process unless they
are comfortable with their own skin. (Leaders
who are not comfortable with themselves become
petty control freaks.)
155
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?
156
47. But Leaders have MENTORS.
157
Upon having the Leadership Mantle placed upon
ones head, he/she shall never hear the
unvarnished truth again! (Therefore, she/he
needs one faithful compatriot to lay it on with
no jelly.)
158
The End Game.
159
48. Leaders are RELENTLESS.
160
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
161
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
162
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
163
49. Leaders ???
164
Leadership is the PROCESS of ENGAGING PEOPLE in
CREATING a LEGACY of EXCELLENCE.
165
LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES.
166
50. Leaders Free the Lunatic Within!
167
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
168
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!
169
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
170
51. LeadersRelentlessly Pursue Excellence
171
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)
172
Excellence Is a Universal Striving. If Not
Excellence, What?
173
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Chiller and VerdanaMasterExcellence.
Always.part six (of 7)leadership!19 October
2007
175
THE MASTER PRESENTATION
There are about 3,500 slides in this 7-part
Master Presentation. The first six chapters
are indeed meant add up to a logical, linear
argument. Part I is context. Part II is devoted
entirely to innovationthe sine qua non, as
perhaps never before, of survival. In earlier
incarnations of the master, innovation
stuff was scattered throughout the
presentationnow it is front and center and a
stand-alone. Part III is a variation on the
innovation themebut it is organized to examine
the imperative (for most everyone in the
developed world) of an ultra high value-added
strategy. A value-added ladder (the ladder
configuration lifted with gratitude from Joe Pine
and Jim Gilmores Experience Economy) lays out a
specific logic for necessarily leaving
commodity-like goods and services in the dust.
Part IV argues that in this age of
micro-marketing there are two macro-markets of
astounding size that are dramatically
under-attended by all but a few namely women and
boomers-geezers. Part V underpins the overall
argument with the necessary bedrockTalent, with
brief consideration of Education Healthcare.
Part VI examines Leadership for turbulent times
from several angles. Despite the logical
argument, I think youd be better off if you
thought of all this as I doan ENCYCLOPEDIA OF
IDEAS. Various riffs are attached throughout
which, though not perfect fits, serve my purpose
as meat from which I cobble together a finance
presentation in Bahrain or a health-services
lecture in Virginia. For example, the day I
wrote this I spoke to an association made up of
independent middle-size companies. I led off with
a new section on the place for and power of
middle-sized firms in general, featuring the
German Mittelstandwhich is the basis for that
countrys surprise ranking as the worlds 1
exporter. These agile players, residing in the
ultimate high-wage nation, tend to own a niche
courtesy astoundingly high-value-added products.
This Mittelstand opener does not fit in the
Master in a tidy fashion, but I want it to be
available for future use and it works pretty well
in the overall innovation argumenthence its
landing in Part II. The placement is not bad, but
the point is that this idea is now available to
meand youin my encyclopedia. And there you
have it! 19 October 2007
176
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Always.part one (of 7)all you need to
know(dwelling on the obvious)not your
fathers worldintroduction to excellence.
177
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellencepart
two (of 7)innovate.Or.Die.
178
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Chiller and VerdanaMaster/Excellence.
Always./part THREE (of 7)up, up, up, up
the value added ladder (solutions-experiences-
dreams-lovemarks)
179
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Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMaster/Excellence.
Always./part FOUR (of 7)new
Markets(Stupendous Opportunity)
180
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Always.part FIVE (of 7)people!(Brand you.
Talent. Health. Education.)
181
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Seven (of 7)excellence.summaries.Lists.
182
Tom Peters X25EXCELLENCE.
ALWAYS.MASTER/Part SIXIn Search of
Excellence 1982-2007
183
NOTE The gray slides (like this one)
throughout are explanatory notes not found in my
regular presentations.
184
Part six
185
Slides at tompeters.com
186
Welcome to Tom Peters
PowerPoint World! Beyond the set of slides
here, you will find at tompeters.com the last
eight years of presentations, a basketful of
Special Presentations, and, above all, Toms
constantly updated Master Presentationfrom which
most of the slides in this presentation are
drawn. There are about 3,500 slides in the 7-part
Master Presentation. The first five chapters
constitute the main argument Part I is context.
Part II is devoted entirely to innovationthe
sine qua non, as perhaps never before, of
survival. In earlier incarnations of the
master, innovation stuff was scattered
throughout the presentationnow it is front and
center and a stand-alone. Part III is a
variation on the innovation themebut it is
organized to examine the imperative (for most
everyone in the developed-emerging world) of an
ultra high value-added strategy. A value-added
ladder (the ladder configuration lifted with
gratitude from Joe Pine and Jim Gilmores
Experience Economy) lays out a specific logic for
necessarily leaving commodity-like goods and
services in the dust. Part IV argues that in
this age of micro-marketing there are two
macro-markets of astounding size that are
dramatically under-attended by all but a few
namely women and boomers-geezers. Part V
underpins the overall argument with the necessary
bedrockTalent, with brief consideration of
Education Healthcare. Part VI examines
Leadership for turbulent times from several
angles. Part VII is a collection of a dozen
Listssuch as Toms Irreducible 209, 209
things Ive learned along the way. Enjoy!
Download! Stealthats the whole point!
187
EXCELLENCE. BEDROCK.LEADERSHIP.L23. 10Ps.
12Ps. 7Es. 1E. GRANT-NELSON. MBWA. L50.
188
X25 Not a damn thing has changed! (e.g.
leadership 2007 leadership 2007 BC
189
EXCELLENCE. THE LEADERSHIP23.
190
Leadership23/ML1.
Enthusiasm. Energy. Exuberance.2. Action.
Execution.3. Tempo. Metabolism.4.
Relentless.5. Master of Plan B.6.
Accountability.7. Meritocracy.8. Leaders do
people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.
191
Leadership23/ML13.
Legacy.14. Best story wins.15. On the edge.
(Wildest chimera of a moonstruck
mind.) 16. Reward excellent failures. Punish
mediocre successes.17. Different gt Better.
(Only ones who do what we do.)18. MBWA.
Customer MBWA.19. Laughs.20. Repot. Curiosity.
Why?21. You Calendar. To Dont. Two.22.
Excellence. Always. 23. Nelsonian! (Other
admirals more afraid of losing than anxious
to win.)
192
EXCELLENCE. BEDROCK.LEADERSHIP.10Ps.
193
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
194
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
195
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)
196
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
197
Leader Job OnePaint Portraits of Excellence!
198
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?
199
No leader sets out to be a leader per se, but
rather to express him- or herself freely and
fully. That is, leaders have no interest in
proving themselves, but an abiding interest in
expressing themselves. Warren Bennis, On
Becoming a Leader
200
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
201
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
202
BZ I am a Dispenser of Enthusiasm!
203
Charles Handy on the Alchemists Passion was
what drove these people, passion for their
product, passion for their cause. If you care
enough, you will find out what you need to know.
Or you will experiment and not worry if the
experiment goes wrong. Passion as the secret to
learning is an odd secret to propose, but I
believe that it works at all levels and at all
ages. Sadly, passion is not a word often heard
in the elephant organizations, nor in schools,
where it can seem disruptive.
204
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
205
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
206
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
207
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
208
25
209
Mark McCormack 5,000 miles for a 5 min. meeting!
210
Its always showtime. David DAlessandro,
Career Warfare
211
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
212
You must be the change you wish to see in the
world.Gandhi
213
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
214
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?
215
EnthusiasmEnergyExuberanceVoracious
CuriosityIrritability/Dis-satisfactionRelentless
nessSelf-relianceCloser (Execution)excellence

216
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
217
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
218
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
219
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)
220
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
221
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES. PEOPLE.potent.Positive.
222
Danger S.I.O. (Strategic Initiative Overload)
223
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five.Not ten.Three. Richard
Haass, The Power to Persuade
224
Really Important Stuff Rogers Rule of Three!
225
JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(Throughout) TALENT JACK!
226
Dennis, you need a To-dont List !
227
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
228
Message clarity CALENDAR MBWA Language
Perceived INTENSITY/ENTHUSIASM/ ENERGY
Concrete-Visible support Prototypes Tolerance
for Failure/Good losses Promotions Tempo
Resilience Celebration Perceived
RELENTLESSNESS Training
229
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
230
Leaders do people. Period. Anon.
231
Leaders SERVE people. Period. Anon.
232
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
233
Officers eat last!
234
Leaderships 11th P
Promotion
235
2 per Year/ 20 per Decade Excellence Legacy
236
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
237
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!
238
Stay Hungry. Stay Foolish. Steve Jobs
239
"The reasonable man adapts himself to the world.
The unreasonable one persists in trying to adapt
the world to himself. Therefore, all progress
depends upon the unreasonable man. GB Shaw,
Man and Superman The Revolutionists'
Handbook.
240
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
241
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
242
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
243
Five MYTHS About Changing BehaviorCrisis is
a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company
244
One who does less than he can is a thief.
Gandhi
245
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
246
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
247
On NELSON other admirals more frightened of
losing than anxious to win
248
Parcells thought that Taylors size and speed
were closer to the beginning than the end of the
explanation. The difference was Taylors
peculiar energy and mind relentless, manic, with
grandiose ambitions and private standards of
performance. Parcells believed that even in the
NFL a lot of players were more concerned with
seeming to want to win than with actual winning,
and that many of them did not know the
difference. What they wanted, deep down, was to
keep their jobs, make their money, and go home.
Lawrence Taylor wanted to win. He expected more
of himself on the field than any coach would dare
to ask of any player. Michael Lewis, The
Blind Side
249
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
250
The 7Es
251
Exuberance! Energy!Empathy!Engagement!Empowerm
ent!Execution!Excellence!
252
The 1E
253
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)
254
Ger-on-i-mo!
255
"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)
256
EXCELLE ALWAYS.
257
EXCELLENCE. BEDROCK.LEADERSHIP.12 Ps. Tom
Peters/04.18.2007
258
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
259
21st-century Leadership Bunkum
260
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
261
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)
262
If you want to build a ship, dont gather
people together to collect wood ,and dont assign
them tasks and work, but instead teach them to
long for the sea. Antoine de Saint-Exupery
(The Little Prince)
263
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
264
USNWR What traits do successful activists
share?Studs Terkel, age 91 They have hope,
and they imbue others with hope.
265
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
266
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?
267
Leader Job OnePaint Portraits of Excellence!
268
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
269
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
270
Enthusiasm, the ultimate virus.
271
Q If it were your 100K lifes savings and my
100K, what sort of Waiters would we be looking
for?A Enthusiasts!!!!!!!!!!
272
BZ I am a Dispenser of Enthusiasm!
273
Whenever anything is being accomplished, I have
learned, it is being done by a monomaniac with a
mission. Peter Drucker
274
Never apologize for showing feeling. When you
so, you apologize for the truth. Disraeli
275
The eloquent man is he who is no beautiful
speaker, but who is inwardly and desperately
drunk with a certain belief. Ralph Waldo Emerson
276
the wildest chimera of a moonstruck mind The
Federalist on TJs Louisiana Purchase
277
A man without a smiling face must not open a
shop. Chinese Proverb
278
?
279
EX-UB-ER-ANCE!
280
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.
281
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.
282
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
283
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
284
Insanely great
285
Charles Handy on the Alchemists Passion was
what drove these people, passion for their
product, passion for their cause. If you care
enough, you will find out what you need to know.
Or you will experiment and not worry if the
experiment goes wrong. Passion as the secret to
learning is an odd secret to propose, but I
believe that it works at all levels and at all
ages. Sadly, passion is not a word often heard
in the elephant organizations, nor in schools,
where it can seem disruptive.
286
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
287
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
288
Leaders-Teachers Do Not Transform People!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a
luxuriant portfolio of meaningful opportunities
(projects) which (3) allow people to fully (and
safely, mostlycaveat they dont engage unless
theyre mad about something) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams,
assisted by an extensive self-constructed
network) by which those people (5) go to-create
places they (and their mentors-teachers-leaders)
had never dreamed existed and then the
leaders-mentors-teachers (6) applaud like hell,
stage photo-ops, and ring the church bells 100
times to commemorate the bravery of their
followers explorations!
289
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.
290
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
291
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
292
Why in the World did you go to Siberia?
293
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
294
Hard Is SoftSoft Is Hard
295
Hard (s) Is Soft Soft (people) Is Hard
296
Hard (s /Strategy/budgets/plans marketing)
Is Soft soft (people/Customers/
relationships/culture/execution) Is Hard
297
Henry strategic Planning Ha HaLarry/Ram the
important bit doing it
298
What makes God laugh?
299
People making plans!
300
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the gameit is the game. Lou Gerstner, Who
Says Elephants Cant Dance
301
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
302
Jims Group
303
Basement Systems Inc./ Seymour CT
304
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Potent.Positive.
305
25
306
MBWA5,000 miles for a 5-minute face-to-face
meeting (courtesy super-agent Mark McCormick)
307
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
308
Its always showtime. David DAlessandro,
Career Warfare
309
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
310
You must be the change you wish to see in the
world.Gandhi
311
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
312
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
313
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?
314
EnthusiasmEnergyExuberanceVoracious
CuriosityIrritability/Dis-satisfactionRelentless
nessSelf-relianceCloser (Execution)excellence

315
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
316
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
317
The Jim Jeffords oversight!
318
I wasnt bowled over by David Boies
intelligence What impressed me was that when he
asked a question, he waited for an answer. He not
only listened, he made me feel like I was the
only person in the room. Lawyer Kevin _____, on
his first, inadvertent meeting with David Boies,
from Marshall Goldsmith, The One Skill That
Separates, Fast Company
319
Personal
320
What I LearnedHWBjr Excellence,
Accountability, Initiative, K.I.S.S., Leader
LoveDick Empowerment, Entrepreneurship,
Challenge, Execution (Project gt Paper),
Accountability, MBWA, K.I.S.S., Fanatic
Customer-centrism (CustomergtCommand,
MarinesgtRegiment), Leader Love, Output,
DogtBeNameless Tangible vs Palpable
(Bureaucracy, Control, Tight Leashes,
Command-centric, Demoralization, Paper gt Project,
Product Paper, K.I.C.S.)
321
What I LearnedBen Decency, Soft Power, Fanatic
Customer-centrism (DogtBe)Walter Fanatic
Mission-centrism, Soft Power, Relationship-managem
ent, Execution, Accountability, Early to Bed
Bob PosgtNeg/Recognition, K.I.S.S., The Way of
the Demo (Execution), Hero-building,
Mission-centrism, DogtBeBill
De-centralization, Recognition, Support-staff
Centrism, Measurement (K.I.S.S.), Soft Power
(Paint n Pride), Rapid Culture Change
322
Personal
323
4/40
324
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
325
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
326
End Personal
327
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
328
Pissed Off As in Im pissed off and Im
not gonna take it any more Innovation Stems
from Irritation (Re-imagining Results from
Rage)
329
Pissed Off As in Im pissed off and Im
not gonna take it any more Innovation Stems
from Irritation (Re-imagining Results from
Rage)
330
Dreaming, necessary, or not? TP, personal
dream concrete, practical imaginings about
the opposite of things that piss me off (TP
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