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Title: The Challenge: To Create More Value in All Negotiations


1
Day 2. management Innovation Forum. Dubai. 10
may 2009.
2
Tom Peters X25EXCELLENCE.
ALWAYS.Innovation.The Mess is the
message.Part 1/Dubai/10 May 2007In Search of
Excellence 1982-2007
3
and just wait
4
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
5
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors significantly underperformed
the market just 2 (2), GE Kodak,
outperformed the market from 1917 to 1987.SP
500 from 1957 to 1997 74 members of the Class of
57 were alive in 97 12 (2.4) of 500
outperformed the market from 1957 to
1997.Source Dick Foster Sarah Kaplan,
Creative Destruction Why Companies That Are
Built to Last Underperform the Market
6
Welcome to the Club of Shattered Dreams Of
Koreas Top 100 companies in 1955, only 7 were
still on the list in 2004. The 1997 crisis
destroyed half of Koreas 30 largest
conglomerates.Source KET Issue Report, Kim
Jong Nyun (14.05.2005)
7
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
8
Fooled by Randomness The Hidden Role of Chance
in Life and the Markets Nassim Nicholas Taleb
9
This book is about luck disguised and perceived
as non- luck (that is, skills) and more generally
randomness disguised and perceived as
non-randomness. It manifests itself in the shape
of the lucky fool, defined as a person who
benefited from a disproportionate share of luck
but attributed his success to some other,
generally precise reason.We underestimate the
share of randomness in just about everything, a
point that might not merit a bookexcept when it
is the specialist who is the fool of all
fools.Mild success can be explainable by
skills and labor. Wild success is attributable to
variance. Source Fooled by Randomness The
Hidden Role of Chance in Life and the Markets
Nassim Nicholas Taleb
10
Eisenhower chafed miserably as General
MacArthurs aide in the Philippines, and in the
end was promoted to lieutenant colonel only
because General George C. Marshall remembered
him, from years of inspecting dreary peacetime
army bases, as the best bridge player in the U.S.
Army. Ulysses S. Grant, Michael Korda
11
Blitzkrieg?
12
Case RealityGermans cross Meuse into France.
Whoops French intelligence completely drops the
ball. (Loses track of the Germansno
kidding.)Germans keep advancing outrun supply
lines no land-air co-ordination. Hitler orders
advance stopped.General never gets the word.
General marches to Paris, virtually
unopposed.Germans shocked.After the fact,
Germans label it Blitzkrieg.
13
Blitzkrieg in fact emerged in a rather haphazard
way from the experience of the French campaign,
whose success surprised the Germans as much as
the French. Why otherwise did the High Command
try on several occasions, with Hitlers backing,
to slow the panzers down. The victory in France
partly came about because the German High Command
temporarily lost control of the battle. Julian
Jackson, The Fall of France The Nazi Invasion
of 1940
14
Case Lessons LearnedDo something.Get lucky.
Attribute luck to superior planning.Get medals.
15
The Mess Is the Message! Period!An Economic
Interpretation of the Constitution of the United
States Charles Beard (1913)The Box How the
Shipping Container Made the World Smaller and the
World Economy Bigger Marc LevinsonTube The
Invention of Television David Marshall Fisher
Empires of Light Edison, Tesla, Westinghouse,
and the Race to Electrify the World Jill
JonnesThe Soul of a New Machine Tracy
KidderRosalind Franklin The Dark Lady of DNA
Brenda MaddoxThe Blitzkrieg Myth John
Mosier
16
Containerization is a remarkable achievement. No
one foresaw how the box would transform
everything it touchedfrom ships and ports to
patterns of global trade. Containerization is a
monument to the most powerful law in economics,
that of unanticipated consequences. This
history ought to be humbling to fans of modern
management methods. Careful planning and thorough
analysis, those business school basics, may have
their place, but they provide little guidance in
the face of disruptive changes that alter an
industrys very fundamentals. Marc Levinson,
FT, 0425.06 (author of The Box How the Shipping
Container Made the World Smaller and the World
Economy Bigger)
17
LessonsNeed-drivenA thousand
parentsMessyEvolutionaryTrivialRelentless
ExperimentationTrial many, many eRRORsReal
heroes seldom around when the battle is
wonLoooong time for systemic adaptation/s(many
innovations) (bill of lading, standard time)Not
Plan-drivenThe product of Strategic
Thinking/PlanningThe product of focus groups
18
MintzbergThe Rise and Fall of Strategic Planning
19
Apparently our society, not unlike the Greeks
with their Delphic oracles, takes great comfort
in believing that very talent seers removed
from the hurly-burly world of reality can tell
foretell coming events. Len Sayles/Columbia
20
A pattern emphasized in the case studies in this
book is the degree to which powerful competitors
not only resist innovative threats, but actually
resist all efforts to understand them, preferring
to further their positions in older products.
This results in a surge of productivity and
performance that may take the old technology to
unheard of heights. But in most cases this is a
sign of impending death. Jim Utterback,
Mastering the Dynamics of Innovation
21
The Perils of Conservatism/Industry
Leadership Good management was the most
powerful reason leading firms failed to stay
atop their industries. Precisely because these
firms listened to their customers, invested
aggressively in technologies that would provide
their customers more and better products of the
sort they wanted, and because they carefully
studied market trends and systematically
allocated investment capital to innovations that
promised the best returns, they lost their
positions of leadership. Clayton Christensen,
The Innovators Dilemma
22
What We Know For Sure About InnovationBig
mergers dont workScale is over-ratedStrategic
planning is the last refuge of scoundrelsFocus
groups are counter-productiveBuilt to last is
a chimera (stupid)Success killsForgetting is
impossibleRe-imagine is a charming ideaOrderly
innovation process is an oxymoronic phrase (
Believed only by morons with ox-like
brains)Tipping points are easy to identify
long after they will do you any goodFacts
arentAll information making it to the top is
filtered to the point of danger and
hilaritySuccess stories are the illusions of
egomaniacs (and gurus)If you believe the
cause effect memoirs of CEOs you should be
institutionalizedHerd behavior (XYZ is hot)
is ubiquitous and amusingTop teams are
DittoheadsStatistically, CEOs have little
effect on performanceExpert prediction is
rarely better than rolling the dice
23
We are in a brawl with no rules. Paul Allaire
24
S.A.V.
25
Paul Allaire We are in a brawl with no
rules.TP Theres only one possible
answerS.A.V.Screw Around Vigorously
26
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
27
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
28
S.A.V.
29
10.05.2007Try stuff (Fast .. Keep movin)Focus
(minimize distractions one-at-a-time)ALWAYS
underscore Action-ExecutionMBWASkill 2 Talk.
(Storytelling) Skill 1 Listen.You
CalendarStoke your curiosityEclecticsmStay in
touch with real people (Engage!)(Stay away from
management if you dont like people)Keep
strategy docs to lt3 pages (2? 1?)Role One
Connoisseur of talentU. WeirdDecency!
Integrity!Life they lead/Stories they tell
30
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
31
A key perhaps the key to leadership is
the effective communication of a
story.Howard Gardner/Leading Minds An
Anatomy of Leadership
32
Tom Peters X25EXCELLENCE.
ALWAYS.Innovation.Talent.Part 2 /Dubai/10
May 2007In Search of Excellence 1982-2007
33
Bonus Priorities
34
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
35
Really Important Stuff Rogers Rule of Three!
36
Dennis, you need a To-dont List !
37
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
38
People Power The Talent50
39
1. People First!
40
Whoops Jack didnt have a vision!GE
Talent Machine (Ed Michaels)
41
Omnicom very simply is about talent. Its about
the acquisition of talent, providing the
atmosphere so talent is attracted to it. John
Wren
42
lt CAPEXgt People!
43
2. Soft Is Hard.
44
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
45
3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/ Creativity/
Intellectual-capital Added.
46
Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators and
empathizers)Source Dan Pink, A Whole New Mind
47
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
48
The Creative Age is a wide open game.
Richard Florida, The Rise of the Creative Class
49
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
50
4. Talent Excellence in
Every Part of Every Organization.
51
Wegmans 1/100 Best Companies to Work
for/2005
52
5. Talent Excellence
Stretches Far Beyond Our Borders.
53
We become who we hang out with 1
54
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
55
6. P.O.T./ Pursuit Of
Talent OBSESSION.
56
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
57
7. Talent Masters Understand Talents Intangibles.
58
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)
59
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?)
60
8. HR Is Cool.
61
ChicagoHRMAC
62
support function / cost center /
bureaucratic dragor
63
Are you Rock Stars of the Age of Talent?
64
9. HR Sits at The Head
Table.
65
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)
66
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.
67
10. Re-name HR.
68
Talent Department
69
H.R. to H.E.D. ???Human
Enablement Department
70
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
71
11. There Is an HR
Strategy/ HR Vision
72
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
73
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
74
12. Acquire for Talent!
75
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
76
13. There Is a FORMAL
Recruitment Strategy.
77
Busy Executives Fail To Give Recruiting
Attention It Deserves Headline, WSJ,
1121.05
78
CtaOChief talent acquisition Officer
79
14. There Is a FORMAL
Leadership Development Strategy.
80
Crotonville!
81
DD 0 to 60mph in a flash (months)
82
15. There Is a FORMAL
STRATEGIC HR Review Process.
83
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
84
16. People/ Talent
Reviews Are the FIRST Reviews.
85
17. HR Strategy
BUSINESS Strategy.
86
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.
87
Cirque du Soleil!
88
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
89
18. Make it a Cause
Worth Signing Up For.
90
G.H. Create a cause, not a business.
91
19. Unleash Their Full
Potential!
92
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
93
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
94
  • 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

95
20. Set Sky High Standards.
96
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
97
21. Enlist Everyone in
Challenge Century21.
98
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
99
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
100
Distinct or Extinct
101
22. Pursue the Best!
102
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
103
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
104
23. Up or Out.
105
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
106
24. Ensure that the
Review Process Has INTEGRITY.
107
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.GK
108
25. Pay Up!
109
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
110
Costco 17/hour (42 above Sams) very good
health plan low t/o, low shrinkageLow margins
(When I started, Sears, Roebuck was th 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
111
26. Training I Train!
Train! Train!
112
26.3
113
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?
114
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
115
27. Training II 100
Business People.
116
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!)
117
28. Training III 100
LEADERS.
118
I start with the premise that the function of
leadership is to produce more leaders, not more
followers. Ralph Nader
119
29. Training IV Boss as
Trainer-in-Chief.
120
Workout 24 DPY in the Classroom
121
30. Training V The REAL
Bedrock of the Talent Thing.
122
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!
123
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer
2002/Research by Thomas Lockwood
124
31. Wide-open
Communication NO BARRIERS.
125
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
126
32. RESPECT!
127
  • 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

128
What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
129
Dont belittle! OD Consultant
130
33. Embrace the Whole
Individual.
131
34. Build Places of
Grace.
132
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ...
benevolence benefaction compassion beauty
133
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.
134
Be kind, for everyone you meet is fighting a
great battle. Philo of Alexandria
135
35. MBWA Visible
Leadership!
136
MBWA5,000 miles for a 5-minute face-to-face
meeting (courtesy super-agent Mark McCormick)
137
36. Thank You!
138
The deepest human need is the need to
beappreciated.William James
139
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
140
37. Promote for people
skills. (THE REST IS DETAILS.)
141
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
142
38. Honor Youth.
143
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
144
39. Provide Early
Leadership Assignments.
145
The WOW! Project
146
40. Create a FORMAL System
of Mentoring.
147
W. L. GoreQuad/Graphics
148
41. Diversity!
149
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
150
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
151
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
152
42. WOMEN RULE.
153
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
154
43. Hire ( Protect!)
Weird!
155
Are there enough weird people in the lab these
days? V. Chmn., pharmaceutical house, to a lab
director
156
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.)
157
44. We Are All Unique.

158
Beware Standardized Evals One size NEVER fits
all. One size fits one. Period.
159
53 Players 53 Projects 53 different success
measures.
160
45. Capitalize on
Strengths.
161
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
162
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify ach persons weaker
areas and eradicate them. The great manager
believes the opposite. He believes that the most
influential qualities of a person are innate and
therefore that the essence of management is to
deploy these innate qualities as effectively as
possible and so drive performance. Marcus
Buckingham, The One Thing You Need to Know
163
46. Bosses Win People
Over.
164
PJ Coaching is winning players over.
165
47. GOAL Voyages of
Mutual Discovery.
166
Quests!
167
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
168
CQOChief quest-meister
169
48. Foster
Independence.
170
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
171
49. En-thus-i-asm!
172
I am a dispenser of enthusiasm. Ben Zander
173
50. Talent Brand.
174
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
175
BRAND TALENT.
176
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
177
Tom Peters X25EXCELLENCE.
ALWAYS.Innovation.Them.us.Lists.Part
3/Dubai/10 May 2007In Search of Excellence
1982-2007
178
Them-Us
179
Them UsStrategy

EXECUTIONPlanning
ActionMarketing
Selling/SalesMarkets
CustomersCustomers
ClientsMicro-segmentation Big
Stuff (Women, Boomers)Cost minimization
Revenue maximizationSynergy/Efficiencies
DecentralizationStrategic supplier
Pioneering supplierProcess
ProjectEffectiveness
ExcellenceMen
WomenLeadership
Management
LeadershipStandardization
Exceptionalism (53 53)Big clients
COOL clientsPrestigious Board
INTERESTING Board
180
Them UsBig

Mid-sizeGrowth by merger
Organic growthBuy market share
Create NEW marketsEfficient, streamlined
Value-creating PSF
department Certainty-predictability
Ambiguity-opportunityFearful of losing
Aggressive pursuit
of winningPlan
PrototypeCareful
evaluation Another
prototypeRevised plan
Another prototypePeople/Employees
TalentEffective HR department Rockin
Talent
Development Center
of ExcellenceBenchmark
against the Benchmark against the
best-industry leader coolest
181
Them
UsBenchmark
FuturemarkOrderly career progression Up
or Out (PDQ)Head
HeartIQ
EQProfessional
PassionateStoic, humble leaders
Noisy, emotional
characters in chargeHire for
Resume Hire for
intangiblesMeasured-thoughtful
Relentless, pig-headed approach
determinationTeamwork comes first
Teamwork and disruptive
individuals equal
billingListen to customers Lead
customersCustomer involvement
Intimate-Seamless
customer inter-twining
182
Them UsMBM (Management
MBWA by memo)MBA
MFAShareholder Value Great
people-product rule comes first
Work smart Work
hardBuilt to last Built to
Rock the WorldReward successes Reward
(EXCELLENT)
failuresQuality first! Design
1TQuality first! Innovation
1THigh-quality Jaw-dropping
Experience transactionCVs demo consistent
CVs feature Magic Moments performanceGood
grades Cool stuff Operational
excellence World-rocking INNOVATION

183
Them UsBrand
LovemarkBest analysis wins
Best STORY winsBeyond politics
Politics-is-life, the
rest is detailsOutsource
BestsourceMotivate
Send on QUESTSMotivate
InviteMeasured language HOT
languageProduct-Service Gamechanging
SOLUTION,
Thrilling EXPERIENCE,
DREAM come true,
LOVEMARKPastel
Technicolor Better
DifferentMission success Mission
EXCELLENCEVery good
EXCELLENCE. ALWAYS.
184
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)
185
EXCELLE ALWAYS.THE.END.
186
EXCELLENCE. ALWAYS.Lists.Irreducible2090
107.2007
187
The Irreducible209One WordThe Cup
ChallengeThe Sales122 60TIBsTom-A-to,Tom-ah-to

188
The Irreducible209
189
A frustrated participant at a seminar for
investment bankers in Mauritius listened
impatiently to my explanation of differences of
opinion among me, Mike Porter, Gary Hamel, Jim
Collins, etc. Finally, hed had enough. What, if
anything, he asked, do you believe for sure?
I mumbled something, but his query started
rumbling around in my mind. Three days later,
wandering on a Sunday in London, the idea of the
irreducibles occurred to meand I started
jotting down notes on stuff I do indeed believe
for sure. Before I knew it, a few days later,
the list had grown to 209 items. Hence The
Irreducible209 that follows.Tom Peters
190
1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo.
(O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator
1.) (Cant be faked. Good.) 5. Decency. 6.
Hurry. 7. Time out. 8. One matters. 9. Big
change. Short time. (Alt not work.) 10.
Excellence. Always. 11. Passion. Energy. Hustle.
Enthusiasm. Exuberance. (Move
mountains. No alt.) 12. You must care. 13.
Emotion. 14. Hard is soft. (Soft is hard.)
191
15. Men. Women. Different. Contend. Connect. 16.
Women. Buy. All. (RU listening?) 17. Quality.
(Mind-blowing. Beyond 6-Sigma.) 18. Re-invent.
Re-pot. (Required.) 19. Jaywalk. 20. Big change.
Small of people. (Always.) 21. Experiment.
Now. 22. Failure. Normal. 23. Most failures,
most success. (Fail. Forward. Fast.) 24.
Reward excellent failures. Punish
mediocre successes. 25. Women leaders. (Altered
times.) 26. Extremism. (Good business. Bad
politics.) 27. Innovation source. Only. Extreme
irritation. 28. Smile.
192
29. You must care. 30. Mentor. (Highest ROI.) 31.
Best roster wins. 32. Wow. (Okay in biz.) 33.
We all have customers. (Biz. Personal.) 34. All
contacts Experiences. 35. Cirque du Soleil.
(Peerless.) 36. Leaders create space for
growth. 37. Quests. (Only.) 38. High aspirations,
high results. (Self-fulfilling
prophecy.) 39. Attitude 1, Skills 0. (Mostly.)
(Attitude 1, Skill 0.3?) 40. Sometimes Skill
1, Attitude 0.1. 41. Must love, not like. 42.
Wegmans. (No excuses. Mere groceries.) 43.
Less than your best. Cheating.
193
44. Brand You. (No alt.) 45. Self-sufficiency.
(Biggest LT turn-on.) 46. In the moment. 47. The
moment wins. 48. Tomorrow Never. 49. Action 1,
Plan 0.1. 50. Execution can be a system. 51.
Realism. 52. Own up. Move on. 53.
Accountability. 54. Work hard gt Work smart.
(Mostly.) 55. Feedback. Necessary. Fast. (R.F.A.
in RFA times.) 56. Customers. Listen.
Lead. (Paradox.) 57. On stage. Always. (GW,
FDR, RG Supreme actors.)
194
58. Master statistical analysis. 59. Excellence
Set the table. 60. Legacy. (Will it have
mattered?) 61. Great. (Why not?) 62. Radicals
rule. (Think Olympics.) 63. !!! Good. 64. Red
1, Brown 0. (Red times.) 65. Talk. Listen. (Big
2. Master.) 66. Politics. (Normal-inevitable
state of affairs. Master.) 67. Student.
Forever. 68. Why? (Question 1.) 69. Dont
belittle. 70. Respect. 71. All we have this
moment. (Moments matter most?) 72. Now.
(Procrastination. Death.)
195
73. Exercise. 74. Paint. (Leader. Portraits of
Excellence.) 75. Best story wins. 76. You must
be the change you wish to see in the
world. 77. Two big ones. Max.
(Priorities.) 78. No I in Team. (I in
Win.) 79. I in Win. (No I in Team.) 80.
Different 1, Better 0. (Better 0.1) 81.
Imitation Mistake. (Learn, from who?) 82.
Choose/battle the right competitor. 83.
Schools. Creativity. Entrepreneurship.
(Not.) 84. MBAs. Creativity. Entrepreneurship.
Leadership. (Not.) 85. Design. Under-rated.
Wildly. (Still.) (Everything.)
196
86. You Calendar. (Calendar. Never. Lies.) 87.
Laugh. 88. Handshake. (Quantity. Quality.) 89.
Dont fold your hands in front of your chest.
Ever. (Never.) 90. Grace. (Works in biz.) 91.
Weird. Wins. (Weird times.) 92. Crazy times.
Crazy orgs. 93. Internet. All. 94. Women.
Boomers-Geezers. Market. All. 95. Passion.
(Repeat. So what?) 96. Energy. (Repeat.
So what?) 97. Hustle. (Repeat. So
what?) 98. Enthusiasm. (Repeat. So what?) 99.
Exuberance. (Repeat. So what?) 100. Smile.
(Repeat. So what?) 101. Care.
(Repeat. So what?)
197
102. Simplicity. Redundancy. Resilience. Bloody-
mindedness. Visible optimism.
(Success.) 103. Act. (Repeat. So what?) 104.
Appreciate. (Repeat. So what?) 105. Fun. (Biz.
Why not?) 106. Joy. (Biz. Why not?) 107. Sales
Life. 108. Marketing Life. 109. Long-term. Top
line. c.r.o. 110. Great company Creates the
most individual success stories.
(RE/MAX) 111. Talent first, performance
byproduct. 112. Sustained Wow 1, Shareholder
value, 0.2 (Product, People.) 113.
Commitment. by invitation only. 114. Creativity.
by invitation only. 115. HR 1. (Ought to.)
198
116. Face-to-face. (5K miles, 5 minutes.) 117.
Negotiation. Make all winners. (Save
face.) 118. Grace makes enemies friends. 119.
Network. 120. Invest in relationships. (Think
ROIR. Return On Investment in
Relationships.) 118. Relationship investment.
Forethought. Calendar item.
Intensity. 119. Innovation. Easy. (Hang out
with weird.) 120. Weird Win. (Weird
times.) 121. The bottleneck is at the top
of the bottle. 122. Good Board Weird Board.
(At least, surprising.) 123. No
contention, no progress.
199
R.O.I.R.Return On Investment In
Relationships
200
124. Crucial conversations. Crucial
confrontations. (Study. Learn. Do.) 125. Honest
feedback. 126. Gaspworthy. Yes. 127. Insanely
great. 128. Astonish me. 129. Make it
immortal. 130. Will you remember it in 20
years? 131. No small opportunities.
(Reframe.) 132. One playmate, one playpen
Enough. 133. End run. Sensible. 134. Allies are
there for the finding. 135. Find successes. Build
on successes. (Pos gt Neg. Encourage gt
Fix.) 136. Somebodys doing it today. Find
em. 137. Someone is living 2016 in 2006.
(Find em. Study em.)
201
138. Dont benchmark. futuremark. 139.
PMA. It works. (Positive. Mental.
Attitude.) 140. There are no experts. (You are
the expert.) 141. Life is short. 142. Sustained
success. Fat chance. Make today matter.
(Sustained. Ha.) 143. Collaborate. (Networked
world.) 144. Go solo. (Individual. Unit of
Intellectual Capital.) 145. There are no
perfect plans. (Do. Wins.) 146. Plans motivate.
(Right or wrong. Sense of purpose.) 147.
Never rest. 148. Get some sleep. 149. Winning
Embracing paradox. 150. Ambiguity Opportunity.
202
151. Resilience. 152. Relentless-ness. 153. None.
Above. Comeuppance. No.
ultimate. business model. (GM. Sears.
U.S. Steel. DEC.) 154. Be yourself. Period. 155.
Never work with jerks. Including
customers. (Life. Too short.) 156. Under-promise,
over-deliver. 157. Talent. (Powerful word.) 158.
Customer Anyone whose actions affect
your results. 159. Competition stinks. (Seek the
soft spots where you can dominate.) 160.
K.I.S.S./Keep It Simple, Stupid. 161. Beauty.
(Good biz word.) 162. See the beauty in a
hamburger bun. (Go. Ray.)
203
163. Own up. Quick. ( Denial. Cancer.)164.
Celebrate. Often.165. 78 people 78 approaches.
(Each. Unique.)166. Weed. Ceaselessly. (Prune.
Stupid. Rules. Non-stop.)167. Get out
of the way. (You The problem.)168. Smile.
Sunny. Optimism. (If it kills you.)169. Flowers.
(Cheery workplace.)170. Enjoy. (Or get the
hell.)171. Be intolerant of sour. (1 Major
pollution)172. No quick trigger on promotion.
(Too important.)173. Evaluation Lots of
study-time.174. Evaluation Life or death to
evaluee.175. 360 evaluation. No fad.176. Exit
when youre done. (Done. Sooner than you
think.)
204
177. Today. Now. My Project. Am. Is. I.
Period. 178. Beautiful systems. (Good biz
phrase. Not oxymoron.) 179. Build on
strengths gt Fix weaknesses. 180. To dont To
do. (To dont gt To do ?) 181.
Leaders Do People. (Period.) 182. Leaders enjoy
leading. 183. Serious leadership training
Serious. 184. Priorities. Obvious. (Or
else.) 185. 5 Priorities 0 Priorities.
(3 Priorities 0 Priorities?) 186. People.
First. Last. Always. 187. It. Is. Always. The.
People.
205
188. Handshake. (Quantity. Quality.)189. Dont
fold your hands in front of your chest.
Ever. (Never.)190. Simplicity. Redundancy.
Resilience. Bloody-mindedness.
Visible optimism. (Success.)
(Repeat.)191. Employee Entrance Guest
Entrance.192. Put the customer SECOND.
(Thanks, Hal.)193. Flowers. (Or did I say
that before? No matter if I did.)194.
Big Mergers dont work. Small
acquisitions can/do workif you dont
screw with their energy.
206
195. Instinctively head for the front
line. (In all contexts.)196. Success
DDMMPR/"D-squared, M-squared, PR
DramDiff Money-Financial Acumen
Good Marketing Instincts
Stellar People Resilience (The fab
five What. Every. Small. Biz. Needs.)
(Big too.) 197. Core Mechanism (Game-changing
Solutions) PSF (Professional Service
Firm model) Wow! Projects
(Different vs Better) Brand You
(Distinct or Extinct) 198. 2011/2016 has
already happened. Find it.
207
199. Kids know kids. Oldies know oldies.
Women know women. (Staff
accordingly.)200. Everybody is my customer.201.
Cosset vendors.202. I want to run a
Housekeeping department. (And you?)203.
The military doesnt follow the military
model. (Initiative Excellence.)204. No such
thing as going to absurd lengths
to serve the Customer. (HSM Lefties.)205.
Forget the customer. All Clients.206. It
takes decades to get over sleights.
(So dont sleight.)207. Dont dumb down.
Ever.
208
208. NO LESS THAN EXCELLENCE.
EVER.209. EXCELLENCE. ALWAYS.
209
Work In ProgressXXX. One size fits. One. Only.
(Evaluations. Period.)XXX. Teaching.
Individualized. Only. (6 billion people
6 billion learning trajectories.)
(Montessori.)XXX. First impression. Matters.
Shapes all that comes. Hard to overcome.
(Understatement.)XXX. Jerks. Dont work with.
(Life Too short.)XXX. Manage the hell out of
first impressions.XXX. Last impression. Matters.
Dominates memory. Hard to overcome.
(Understatement.)XXX. Manage the hell out of
last impressions.XXX. Plain English.XXX.
K.I.S.S. (450/8.)XXX. 798. 55,000,000,000.
3,000,000,000. 7AM-7PM. 615AM.XXX.
Donnelly Weatherstrip rules.XXX. Managers do
things right. Leaders do the right
thing. NOT.
210
EXCELLE ALWAYS.
211
ONE WORD
212
ONE WORD Drill more wells R.F.A. Accountability
Realism Decentralization Execution Action
bias Most mistakes wins 615am Energy Enthusiasm D
ogtPlan ActgtThink BehaviorgtAttitude Passion
213
ONE WORD 5 min/5,000 miles Women Decency Grace I
nnovate or Die Re-imagine Fight irrelevance Just
Do It Care (You Must) Flowers (Say It With) Im
sorry Thank You Insanely Great Silence 2-cent
candy
214
ONE WORD Emotion Intuition Sell O.O.D.A. Integri
ty Weird Appreciate Celebrate Respect Listen Wande
r Calendar rules Calendar doesnt lie To
dont Max priorities 3
215
ONE WORD Gasp-worthy Insanely
great Differentgtbetter Impactgtlongevity Dramatic
Difference Only ones do what we
do Smile 798 7-7-7 Design rules Beautiful
Systems 450/8 VP S.O.U.B. Women buy all Women
lead better
216
ONE WORD MBWA Why? PSF Wow! ! (red) Buy a
Mirror Know thyself Invite Quest Adventure Talent
Brand You Lovemark Experience Dreamketing
217
ONE WORD Boomers-geezers own all 2.6/21 25 25 3,
000,000,000 (900,000,000) 26 minutes 43
hours Perception Is All There Is Enthusiasm The
Ultimate Virus
218
EXCELLE ALWAYS.
219
For Starbucks The Cup Challenge Tom
Peters/1107.2006 Potential Quotes for Cups
220
!
221
Enthusiasm! The Ultimate Virus!
222
Re-imagine! Re-do! Re-vise! Re-vo-lu-tion!
223
Passion! Energy! Enthusiasm! Passion!
Energy! Enthusiasm! "Enthusiasm! Enthusiasm!
Enthusiasm!" "Enthusiasm Moves Mountains!"
"Nothing Matches Enthusiasm as a
'Motivator'!" Technicolor Times Demand
Technicolor Actions Technicolor Times Demand
Technicolor People Wow. Now. Re-imagine! Re-
imagine! Re-do! Re-vise! Re-vo-lu-tion!
224
Excellence. Always.
225
No Less Than Excellence. Ever.
226
No Excellence. no excuse.
227
"Respect!" Leaders Do People.
Period. Credibility. Asset No. 1. Tell the
Truth. Truth Wins. Challenge. Challenge.
Challenge. Two Big Goals. Tops. Focus. Your
Calendar Never Lies Good Story. Good
Leader. Best Story Wins. Live the
Story. Change the World. Accept Nothing Less.
"Dream!" Dream. The Only Worthwhile
Reality. Beware Those Who Agree With You Seek
Dissidents. Nurture Dissidents. Cherish
Dissidents
228
Do.
229
Do.
230
Do.
231
Do. Do.
232
Do. Do. Do.
233
Do. Do. Do.
234
Do.
235
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. try it. Try it.
Try it. try it. Try it. Try it. Try it. Try it.
Try it.
236
iMplementation The last 98
237
Do it. Now.
238
start. Now.
239
Most. Relentless. wins.
240
Excellence! Demand Excellence! Demand
Excellence. The Greatest Gift. Excellence,
Lifes Gold Standard Stop Talking! Start
Doing! Execute. Execute. Execute. Good
Execution Beats Good Strategy Agility Trumps
Size "Women make the best bosses!" Women Rule.
Believe It. "You must care!" Listen. Ask.
Why?
241
distinct. Or Extinct.
242
2007. Self-reliance. No option.
243
2007. Excellence. No option.
244
Excellence. Not optional.
245
its a brand you world.
246
Me Too Me Dead
247
Different beats Better. Distinct or
Extinct. Innovate or Die Me Too Me
Dead Talent Time! Best Talent Wins. Best
Roster Wins. Moderation Fails in Immoderate
Times
248
Moderation Fails in Immoderate Times
249
freaks win in freaky times.
250
Seek Dissidents. Nurture Dissidents. Cherish
Dissidents.
251
best talent wins.
252
women best leaders. Women biggest
market. Women control wealth. Women rule.
253
Roir/return on investment in relationships
254
Respect magic.
255
thank you magic.
256
thank you magic potion 1.
257
EXCELLE ALWAYS.
258
GE (more or less)The Sales122 122
Ridiculously Obvious Thoughts About Selling
StuffTom Peters/0402.2006
259
This list was first prepared for GE Energy sales
marketing people in January. It started with a
half-dozen items, and grew like Topsy. Possibly,
given its origins, its a little tilted toward
complex, engineering-based sales. In any event,
it makes a perfect companion to The
Irreducibles209. This, too, is effectively a
list of irreducibles.Tom Peters
260
1. Strategy overrated, simply doin stuff
underrated. See Kelleher and Bossidy We have a
strategic plan, its called doing things.Herb
Kelleher. Execution is a systematic process of
rigorously discussing hows and whats, tenaciously
following through, and ensuring accountability.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done. Action has its
own logicask Genghis Khan, Rommel, COL John
Boyd, U.S. Grant, Patton, W.T. Sherman. 2. What
are you personally great at? (Key word great.)
Play to strengths! Distinct or Extinct. You
should aim to be outrageously good/B.I.W. at a
niche area (or more). 3. Are you a personality,
a de facto brand in the industry? The Dr Phil
of ... 4. Opportunism (with a little forethought)
mostly wins. (Successful people are the ones who
are good at Plan B.) 5. Little starts can lead
to big wins. Most true winnersthink search
Googlestart as something small. Many big
dealsDisney Pixarcould have been done as
little-er deals if youd had the guts to jump
before the value became obvious.
261
Everyone lives by selling something. Robert
Louis Stevenson
262
6. Non-obvious targets have great potential.
Among many other things, everybody goes after the
obvious ones. Also, the non-obvious are often
good Partners for technology experiments. 7. The
best relationships are often (usually?) not top
to top! (Often the best hungry division GMs
eager to make a mark.) 8. ITS RELATIONSHIPS,
STUPIDDEEP AND FROM MULTIPLE FUNCTIONS. 9. In
any public-sector business, you must become an
avid student of the politics, the incentives
and constraints, mostly non-economic, facing all
of the players. Politicians are usually
incredibly logicalif you (deeply!) understand
the matrix in which they exist. 10. Relationships
from within our firm are as importantoften more
importantas those from outsideagain broad is as
important as deep. Alliesavid supporters!within
and from non-obvious places may be more important
than relationships at the Client organization.
Goal an insanely unfair market share of
insiders time devoted to your projects!
263
C(I)gtC(X)
264
11. Interesting outsiders are essential to
innovative proposal and sales teams. An
exciting sales-proposal team is as important as
a prestigious one. 12. Is the proposal-sales team
weird enoughweirdos come up with the most
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