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


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 sevenExtended Talent Leadership0618.07
3
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part one (of 7)all you need to
know(dwelling on the obvious)not your
fathers worldintroduction to excellence.18
june 2007
4
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellencepart
two (of 7)innovate.Or.Die.18 june 2007
5
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMaster/Excellence.
Always./part THREE (of 7)up, up, up, up
the value added ladder (solutions-experiences-
dreams-lovemarks)18 June 2007
6
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMaster/Excellence.
Always./part FOUR (of 7)new
Markets(Stupendous Opportunity)18 June 2007
7
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part FIVE (of 7)people!(Brand you.
Talent. Health. Education. Leadership.)18 june
2007
8
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellencepart
SIX (of 7)excellence.summaries.Lists.18
june 2007
9
Slides at tompeters.com
10
Part seven
11
NOTE The Talent50 and the Leadership50 are
staples of some of my presentations I have added
them to this set FYI.
12
Talent
13
Tom Peters X25EXCELLENCE.
ALWAYS.Talent.Mauritius/24 May 2007In
Search of Excellence 1982-2007
14
People Power The Talent50
15
1. People First!
16
Whoops Jack didnt have a vision!GE
Talent Machine (Ed Michaels)
17
Omnicom very simply is about talent. Its about
the acquisition of talent, providing the
atmosphere so talent is attracted to it. John
Wren
18
lt CAPEXgt People!
19
2. Soft Is Hard.
20
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
21
3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/ Creativity/
Intellectual-capital Added.
22
Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators and
empathizers)Source Dan Pink, A Whole New Mind
23
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
24
The Creative Age is a wide open game.
Richard Florida, The Rise of the Creative Class
25
THE FUTURE BELONGS TO SMALL POPULATIONS
WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE
THE TEMPTATION OFOR DO NOT HAVE THE OPTION
OFEXPLOITING NATURAL RESOURCES.Source Juan
Enriquez/As the Future Catches You
26
4. Talent Excellence in
Every Part of Every Organization.
27
Wegmans 1/100 Best Companies to Work
for/2005
28
5. Talent Excellence
Stretches Far Beyond Our Borders.
29
We become who we hang out with 1
30
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
31
6. P.O.T./ Pursuit Of
Talent OBSESSION.
32
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
33
7. Talent Masters Understand Talents Intangibles.
34
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)
35
Visibly energetic /Passionate/Enthusiastic
about everything.Engaging/Inspires others.
(Inspires the interviewer!)Loves messes
pressure. Impatient/ Action fanatic.A
finisher.Exhibits Fat WOW Project Portfolio.
(Loves to talk about her work.)Smart.Curious/
Eclectic interests/A little (or more)
weird.Well-developed sense of humor/ Fun to be
around. No. 1 re bosses Exceptional
talent selection development record.
(Former co-workers Did you visibly grow while
working with X? /How has the
department/team grown on a world-class
scale during Xs tenure?)
36
8. HR Is Cool.
37
ChicagoHRMAC
38
support function / cost center /
bureaucratic dragor
39
Are you Rock Stars of the Age of Talent?
40
9. HR Sits at The Head
Table.
41
HR doesnt tend to hire a lot of independent
thinkers or people who stand up as moral
compasses. Garold Markle, Shell Offshore HR
Exec (FC/08.05)
42
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.
43
10. Re-name HR.
44
Talent Department
45
H.R. to H.E.D. ???Human
Enablement Department
46
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
47
11. There Is an HR
Strategy/ HR Vision
48
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
49
EVP/IBP Remarkable challenge, rapid
professional growth, respect, satisfaction, fun,
stunning opportunity, exceptional reward, amazing
peer group, full membership in Club Adventure,
maximized future employabilitySource Ed
Michaels, The War for Talent TP
50
12. Acquire for Talent!
51
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
52
13. There Is a FORMAL
Recruitment Strategy.
53
Busy Executives Fail To Give Recruiting
Attention It Deserves Headline, WSJ,
1121.05
54
CtaOChief talent acquisition Officer
55
14. There Is a FORMAL
Leadership Development Strategy.
56
Crotonville!
57
DD 0 to 60mph in a flash (months)
58
15. There Is a FORMAL
STRATEGIC HR Review Process.
59
In most companies, the Talent Review Process is
a farce. At GE, Jack Welch and his two top HR
people visit each division for a day. They review
the top 20 to 50 people by name. They talk about
Talent Pool strengthening issues. The Talent
Review Process is a contact sport at GE it has
the intensity and the importance of the budget
process at most companies.Ed Michaels
60
16. People/ Talent
Reviews Are the FIRST Reviews.
61
17. HR Strategy
BUSINESS Strategy.
62
Wegmans 1/100 Best Companies to Work for84
Grocery stores are all alike46 additional
spend if customers have an emotional connection
to a grocery store rather than are satisfied
(Gallup)Going to Wegmans is not just shopping,
its an event. Christopher Hoyt, grocery
consultantYou cannot separate their strategy
as a retailer from their strategy as an
employer. Darrell Rigby, Bain Co.
63
Cirque du Soleil!
64
Cirque du Soleil Talent (12 full-time scouts,
database of 20,000). RD (40 of profits 2X
avg corp). Controls (shows are profit centers
partners like Disney offset costs 100M on
500M). Scarcity builds buzz/brand (1 new show
per year. People tell me were leaving money on
the table by not duplicating our shows. Theyre
right. Daniel Lamarre, president).Source
The Phantasmagoria Factory/Business 2.0
65
18. Make it a Cause
Worth Signing Up For.
66
G.H. Create a cause, not a business.
67
19. Unleash Their Full
Potential!
68
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
69
No matter what the situation, the great
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
70
  • Firms will not manage the careers of their
    employees. They will provide opportunities to
    enable the employee to develop identity and
    adaptability and thus be in charge of his or her
    own career. Tim Hall et al., The New Protean
    Career Contract

71
20. Set Sky High Standards.
72
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
73
21. Enlist Everyone in
Challenge Century21.
74
One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented
creativity, advancement of knowledge, and
economic development. But at the same time, it
will tend to undermine safety net systems and
penalize the unskilled. Clyde Prestowitz, Three
Billion New Capitalists
75
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
76
Distinct or Extinct
77
22. Pursue the Best!
78
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
79
Did We Say Talent Matters?The top software
developers are more productive than average
software developers not by a factor of 10X or
100X, or even 1,000X, but 10,000X. Nathan
Myhrvold, former Chief Scientist, Microsoft
80
23. Up or Out.
81
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
82
24. Ensure that the
Review Process Has INTEGRITY.
83
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.GK
84
25. Pay Up!
85
Top performing companies are two to four times
more likely than the rest to pay what it takes
to prevent losing top performers. Ed Michaels,
War for Talent
86
Costco 17/hour (42 above Sams) very good
health plan low t/o, low shrinkageLow margins
(When I started, Sears, Roebuck was the Costco
of the country, but they allowed someone to come
in under themJim Sinegal)Source How Costco
Became the Anti-WalMart/NYT/07.17.05
87
26. Training I Train!
Train! Train!
88
26.3
89
Divas do it. Violinists do it. Sprinters do it.
Golfers do it. Pilots do it. Soldiers do it.
Surgeons do it. Cops do it. Astronauts do it. Why
dont businesspeople do it?
90
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line.Peter Drucker, Business 2.0
91
27. Training II 100
Business People.
92
New Work
SurvivalKit.2007 1. MASTERY! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/UNIQUE SELLING PROPOSITION 4. Rolodex
Obsession (From vertical/hierarchy/suck up
loyalty to horizontal/colleague/mate
loyalty)5. ENTREPRENEURIAL INSTINCT (A sleepless
Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSO
N/CLOSER (CEO, Me Inc. 24/7!)7. Master of
Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)8.
Sense of Humor (A willingness to Screw Up Move
On) 9. Comfortable with Your Skin (Bring
interesting you to work!)10. Intense Appetite
for Technology (E.g. How Cool-Active is your
Web site? Do you Blog?)11. EMBRACE MARKETING
(Your own CSO/Chief Storytelling Officer)12.
PASSION FOR RENEWAL (Your own CLO/Chief Learning
Officer) 13. EXECUTION EXCELLENCE! (Show up on
time! Leave last!)
93
28. Training III 100
LEADERS.
94
I start with the premise that the function of
leadership is to produce more leaders, not more
followers. Ralph Nader
95
29. Training IV Boss as
Trainer-in-Chief.
96
Workout 24 DPY in the Classroom
97
30. Training V The REAL
Bedrock of the Talent Thing.
98
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!
99
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer
2002/Research by Thomas Lockwood
100
31. Wide-open
Communication NO BARRIERS.
101
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits
102
32. RESPECT!
103
  • 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.
  • Sara Lawrence-Lightfoot, Respect

104
What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
105
Dont belittle! OD Consultant
106
33. Embrace the Whole
Individual.
107
34. Build Places of
Grace.
108
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ...
benevolence benefaction compassion beauty
109
The Managers Book of Decencies How Small
gestures Build Great Companies. Steve Harrison,
Adecco Servant Leadership Robert
Greenleaf One The Art and Practice of Conscious
Leadership Lance Secretan, founder of Manpower,
Inc.
110
Be kind, for everyone you meet is fighting a
great battle. Philo of Alexandria
111
35. MBWA Visible
Leadership!
112
MBWA5,000 miles for a 5-minute face-to-face
meeting (courtesy super-agent Mark McCormick)
113
36. Thank You!
114
The deepest human need is the need to be
appreciated.William James
115
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
116
37. Promote for people
skills. (THE REST IS DETAILS.)
117
When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution. Does she talk about the thrill of
getting things done, the obstacles overcome, the
role her people played or does she keep
wandering back to strategy or philosophy?
Larry Bossidy, Honeywell/AlliedSignal, in
Execution
118
38. Honor Youth.
119
Why focus on these late teens and
twenty-somethings? Because they are the first
young who are both in a position to change the
world, and are actually doing so. For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. The
Internet has triggered the first industrial
revolution in history to be led by the
young.The Economist
120
39. Provide Early
Leadership Assignments.
121
The WOW! Project
122
40. Create a FORMAL System
of Mentoring.
123
W. L. GoreQuad/Graphics
124
41. Diversity!
125
CM Prof Richard Florida on Creative Capital
You cannot get a technologically innovative
place unless its open to weirdness,
eccentricity and difference.Source New York
Times/06.01.2002
126
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
127
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
128
42. WOMEN RULE.
129
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Judy B. Rosener, Americas
Competitive Secret
130
43. Hire ( Protect!)
Weird!
131
Are there enough weird people in the lab these
days? V. Chmn., pharmaceutical house, to a lab
director
132
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.)
133
44. We Are All Unique.

134
Beware Standardized Evals One size NEVER fits
all. One size fits one. Period.
135
53 Players 53 Projects 53 different success
measures.
136
45. Capitalize on
Strengths.
137
The key difference between checkers and chess
is that in checkers the pieces all move the same
way, whereas in chess all the pieces move
differently. Discover what is unique about each
person and capitalize on it. Marcus
Buckingham, The One Thing You Need to Know
138
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify each 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
139
46. Bosses Win People
Over.
140
PJ Coaching is winning players over.
141
47. GOAL Voyages of
Mutual Discovery.
142
Quests!
143
The organization would ultimately win not
because it gave agents more money, but because it
gave them a chance for better lives.
Everybody Wins, Phil Harkins Keith Hollihan
144
CQOChief quest-meister
145
48. Foster
Independence.
146
You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines
your future options. Take a job for what it
teaches you, not for what it pays. Instead of a
potential employer asking, Where do you see
yourself in 5 years? youll ask, If I invest my
mental assets with you for 5 years, how much will
they appreciate? How much will my portfolio of
career options grow? Source Stan Davis
Christopher Meyer, futureWEALTH
147
49. En-thus-i-asm!
148
I am a dispenser of enthusiasm. Ben Zander
149
50. Talent Brand.
150
The Top 5 RevelationsBetter talent
wins.Talent management is my job as
leader.Talented leaders are looking for the
moon and stars.Over-deliver on peoples dreams
they are volunteers.Pump talent in at all
levels, from all conceivable sources, all the
time.Source Ed Michaels et al., The War for
Talent
151
BRAND TALENT.
152
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
153
EXCELLE ALWAYS.THE.END.
154
leadershipversion one
155
EXCELLENCE. BEDROCK.LEADERSHIP.
156
EXCELLENCE. BEDROCK.PURPOSE.
157
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
158
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
159
In 1933, Thomas J. Watson Sr. gave a speech at
the Worlds Fair, World Peace through World
Trade. We stood for something, right? Sam
Palmisano
160
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)
161
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?
162
EXCELLENCE. THE STORY.THE MESSAGE.
163
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
164
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
165
EXCELLENCE. BY INVITATION.
166
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
167
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
168
EXCELLENCE. OF SERVICE.
169
Servant Leadership/Robert Greenleaf 1. Do
those served grow as persons? 2. Do they,
while being served, become healthier wiser,
freer, more autonomous, more likely themselves to
become servants?
170
EXCELLENCE. BETTER IS BETTER.
171
Hire up!Source Doris Kearns Goodwin, Team of
Rivals
172
EXCELLENCE.ENTHUSIASM.ENERGY. PASSION.
173
Before you can inspire with emotion, you must be
swamped with it yourself. Before you can move
their tears, your own must flow. To convince
them, you must yourself believe. Winston
Churchill
174
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
175
Enthusiasm, the ultimate virus.
176
Whenever anything is being accomplished, I have
learned, it is being done by a monomaniac with a
mission. Peter Drucker
177
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
178
Q If it were your 100K lifes savings and my
100K, what sort of Waiters would we look
for?A Enthusiasts!
179
EXCELLENCE.ENTHUSIASM.ENERGY.
PASSION.EXUBERANCE.
180
Ex-ub-er-ance!
181
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.
182
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.
183
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
184
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
185
EXCELLENCE. RELENTLESSNESS.
186
RE-LENT-LESS-NESS
187
BLOOD-Y-MIND-ED-NESS
188
Bloodyminded Unreasonably stubborn Source The
Random House Dictionary of the English Language
189
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
190
"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.
191
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
192
First-level Scientific SuccessThe smartest guy
in the room winsOr
193
First-level Scientific SuccessFanaticismPersist
ence-Dogged TenacityPatience (long
haul/decades)-Impatience (in a hurry/do it
yesterday)PassionEnergyRelentlessness
(Grant-ian) EnthusiasmDriven (nuts!) (Brutal?)
CompetitivenessEntrepreneurialPragmatic
(R.F!A.)Scrounge (gets the logistics-infrastruc
ture bit)Master of Politics (internal-external)T
actical GeniusPursuit of (Oceanic)
Excellence!High EQ/Skillful in Attracting
Keeping Talent/MagneticProlific (ground up more
pig brains)EgocentricSense of
History-DestinyFuturistic-In the
MomentMono-dimensional (Work-life balance?
Ha!)Exceptionally IntelligentExceptionally
Clever (methodological shortcuts/methodological
genius)Luck
194
Whenever anything is being accomplished, I have
learned, it is being done by a monomaniac with a
mission. Peter Drucker
195
Charles Handy on the Alchemists Passion was
what drove these people, passion for their
product or 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.
196
EXCELLENCE. AGILITY.
197
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory, in The New Scientist
198
EXCELLENCE. SHOWING UP.
199
25
200
MBWA
201
You must be the change you wish to see in the
world.Gandhi
202
You Your calendarCalendars NEVER lie!!
203
Mark McCormack 5,000 miles for a 5 min. meeting!
204
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
205
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
206
EXCELLENCE. STRETCH.
207
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
208
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!
209
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
210
EXCELLENCE. KABOOM.
211
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
212
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
213
Line Extensions 86 percent of new products. 62
percent of revenues. 39 percent of
profit.Source Blue Ocean Strategy, Chan Kim
and Renée Mauborgne
214
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
215
EXCELLENCE. OFFENSE.
216
On NELSON other admirals more frightened of
losing than anxious to win
217
"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)
218
You only find oil if you drill wells. The
Hunters, by John Masters, Canadian O G
wildcatter
219
Insanely great
220
Leaders gotta say it!
221
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
222
leadershipversion two
223
Leadership Excellence for Totally Screwed-Up
Times The Passion Imperative.
224
Lead It Loud!
225
Ouch!
226
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/Strategy or Revolution/Harvard
Business Review
227
Create a Cause!
228
G.H. Create a cause, not a business.
229
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)
230
the wildest chimera of a moonstruck mind The
Federalist on TJs Louisiana Purchase
231
Think Legacy!
232
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
233
In 1933, Thomas J. Watson Sr. gave a speech at
the Worlds Fair, World Peace through World
Trade. We stood for something, right? Sam
Palmisano
234
CEO Assignment2002 (Bermuda) Please leap
forward to 2007, 2012, or 2022, and write a
business history of Bermuda. What will have been
said about your company during your tenure?
235
To win this race, Kerry needs to stop focusing
on Election Day and start thinking about his
would-be presidencys last day. What does he want
his legacy to be? When sixth-graders in the year
2108 read about the Kerry presidency, what does
he want the one or two sentences that accompany
his photo to say? Kenneth Baer/Washington
Post/092604
236
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?
237
Find em!
238
The Secret Jack didnt have a vision!
239
Les Wexner From sweaters to people!
240
Respect em!
241
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
242
Dont belittle! OD Consultant
243
  • 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. Sara Lawrence-Lightfoot, Respect

244
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, 07.05
245
We behaved as if we were guests in their house.
We treated them not as a defeated people, but as
allies. Our success became their success. How
One Soldier Brought Democracy to Iraq The Mayor
of Ar Rutbah (MAJ James Gavrilis/USA Special
Forces)
246
Resilience (O.O.D.A.)Simplicity
(K.I.S.S.)Authenticity (No B.S.)Ed Sims/Air
New Zealand (Airline to Middle Earth)
247
Mentor em
248
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.)
249
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
250
Make It a Grand Adventure!
251
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
252
If you have ten thousand regulations you destroy
all respect for law. WSC
253
Quests!
254
I dont know.
255
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.
256
Leaderships Mount Everest allow its members
to discover their greatness.
257
Yes!!!!!!!!!!!!!!!!!free to do his or her
absolute best allow its members to discover
their greatness.
258
The role of the Director is to create a space
where the actor or actress can become more than
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
259
We are a life Success Companyfounder,
RE/MAX
260
If your actions inspire others to dream more,
learn more, do more and become more, you are a
leader." John Quincy Adams
261
Never doubt that a small group of committed
people can change the world. Indeed it is the
only thing that ever has. Margaret Mead
262
In the end, management doesnt change culture.
Management invites the workforce itself to change
the culture. Lou Gerstner
263
In the end, management doesnt change culture.
Management invites the workforce itself to change
the culture. Lou Gerstner
264
Alt Grand Adventure
265
The Nub of Leadership Helping/Inviting Others
to Discover Their GreatnessTom Peters
Friends/10.04.05
266
The Context
267
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
268
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
269
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff, U. S. Army
270
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
271
The Invitation
272
"If your actions inspire others to dream more,
learn more, do more and become more, you are a
leader." John Quincy Adams
273
I don't think we inspire people to become
more, I think we help them discover who they
really are. In a way, we help them become who
they already are. Who they were created to be. We
don't take them BEYOND their being, we help
remove unnatural obstacles that keep them from
being. Dustin/Comment/tp.com/09.05
274
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.
275
Leaderships Mount Everest! allow its members
to discover their greatness.
276
Item 1 from Tom Peters Leadership501.
Leadership Is a Mutual Discovery Process.
277
Leaders-Teachers-Mentors 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 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
leaders-teachers-mentors) had never dreamed
existedand then the leaders-teachers-mentors (6)
applaud like hell, stage photo-ops, and ring
the church bells 100 times to commemorate the
bravery of their followers explorations!
278
In the end, management doesnt change culture.
Management invites the workforce itself to change
the culture. Lou Gerstner
279
Are you Ready?
280
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
281
Imagine dream
more, learn more, do more , become more help
them become who they already are, who they were
created to be free to do his or her absolute
best allow members to discover their
greatness allow people to fully express their
innate curiosity to go to-create places they
had never dreamed existed invite the workforce
itself to change the culture
282
Go to the peopleLive with them Learn from
themLove them Start with what they know Build
with what they have But with the best
leadersWhen the work is done The task
accomplishedThe people will sayWe have done
this ourselves. Lao Tzu (700 BC)
283
End Alt Grand Adventure
284
Trumpet an Exhilarating Story!
285
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
286
Best Story Wins!A key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner/Leading Minds An
Anatomy of Leadership
287
Language Power! the language we speak
determines how we react to the world around us
Diane Ackerman/ An Alchemy of Mind
288
Wow!
289
Live Your Story!
290
MBWAHS/25
291
The first and greatest imperative of command is
to be present in person. Those who impose risk
must be seen to share it. John Keegan, The
Mask of Command
292
Only ConnectIm always stopping by our
stores at least 25 a week. Im also in other
places Home Depot, Whole Foods, Crate Barrel.
I try to be a sponge to pick up as much as I
can. Howard SchultzI called 60 CEOs in the
first week of the year to wish them happy New
Year. Hank Paulson, CEO, Goldman
SachsSource Fortune, Secrets of Greatness,
0320
293
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
294
It is necessary for the President to be the
nations No. 1 actor.FDR
295
You must be the change you wish to see in the
world.Gandhi
296
You Your calendarCalendars NEVER lie!!
297
Only ConnectIm always stopping by our
stores at least 25 a week. Im also in other
places Home Depot, Whole Foods, Crate Barrel.
I try to be a sponge to pick up as much as I
can. Howard SchultzI called 60 CEOs in the
first week of the year to wish them happy New
Year. Hank Paulson, CEO, Goldman
SachsSource Fortune, Secrets of Greatness,
0320
298
Im always stopping by our stores at least 25
a week. Im also in other places Home Depot,
Whole Foods, Crate Barrel. I try to be a
sponge to pick up as much as I can. Howard
SchultzSource Fortune, Secrets of
Greatness, 0320.2006
299
Works 100 of the time! (Heads for the
front-line folks, asks them for inputand is
comfortable with them)Didnt hurt that he
spoke SpanishSource CEO, security services
company, Spain
300
Try It!
301
Sams Secret 1!
302
Fail faster. Succeed sooner.David Kelley/IDEO
303
Success is the ability to go from one failure to
another with no loss of enthusiasm. WSC
304
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
305
Insist on Speed!
306
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
307
If things seem under control, youre just not
going fast enough. Mario Andretti
308
Strategy meetings held once or twice a year to
Strategy meetings needed several times a week
Source New York Times on Meg Whitman/eBay
309
Demand Action!
310
We have a strategic plan. Its called doing
things. Herb Kelleher
311
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
312
The Kotler Doctrine1965-1980
R.A.F.(Ready.Aim.Fire.)1980-1995
R.F.A.(Ready.Fire!Aim.)1995-????
F.F.F.(Fire!Fire!Fire!)
313
A man approached JP Morgan, held up an envelope,
and said, Sir, in my hand I hold a guaranteed
formula for success, which I will gladly sell you
for 25,000.Sir, JP Morgan replied, I do
not know what is in the envelope, however if you
show me, and I like it, I give you my word as a
gentleman that I will pay you what you ask.The
man agreed to the terms, and handed over the
envelope. JP Morgan opened it, and extracted a
single sheet of paper. He gave it one look, a
mere glance, then handed the piece of paper back
to the gent.And paid him the agreed-upon
25,000.
314
1. Every morning, write a list of
the things that need to be done that
day.2. Do them. Source Hugh
MacLeod/tompeters.com/NPR
315
Strategy? In retail, execution is the last
ninety-five percent. Former BigCo
CEO/RetailMost anybody can sell. Damn few
can close. Former BigCo CEO/Retail
316
If Microsoft is good at anything, its avoiding
the trap of worrying about criticism. Microsoft
fails constantly. Theyre eviscerated in public
for lousy products. Yet they persist, through
version after version, until they get something
good enough. Then they leverage the power theyve
gained in other markets to enforce their
standard.Seth Godin, Zooming
317
Relentless!Churchill, Grant, Patton, Welch,
Bossidy, Nardelli (GE execs), UPS, FedEx,
Microsoft/Gates-Ballmer, Eisner, Weill, eBay,
Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong
318
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
319
1 of 2,400615A.M.
320
Cut the Crap!
321
Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
322
robust dialogue Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
323
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)
324
Eat Change!
325
We eat change for breakfast! Harry Quadracci,
QuadGraphics
326
Put Women in Charge!
327
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
328
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Judy B. Rosener, Americas
Competitive Secret Women Managers
329
Dispense Enthusiasm!
330
BZ I am a Dispenser of Enthusiasm!
331
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
332
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
333
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
334
James Woolsey, former CIA director If youre
enthusiastic about the things youre working on,
people will come ask you to do interesting
things.
335
Before you can inspire with emotion, you must be
swamped with it yourself. Before you can move
their tears, your own must flow. To convince
them, you must yourself believe. Winston
Churchill
336
Excellence. Always.
337
Leader Job No.1Paint Portraits of Excellence!
338
Cirque du Soleil!
339
And the Winner is 1.
Audacity of Vision
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