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Title: NEW SLIDES 0712


1
NEW SLIDES 0712
2
0712
3
What About Me/Us?Architecture is among the
most spiritual of the arts, because it changes
the world, changes lives. It is about beautiful
things. And without a kind of utopian vision, you
cannot even try to be an architect. Renzo Piano
(FT/0708-09)
4
MGT. LDRSHP.
5
So What???????MANAGERS do things right
LEADERS do the right things
6
Not!Leadership is doing the right things.
Management is doing things right. WB et al.
7
The Twain SHALL Meet!Leadership Invite
Associates/Colleagues/Talent to join a Gaspworthy
Adventure in EXCELLENCE which will provide
matchless Personal and Professional Growth and be
of Immense Service to selected ClientsManagement
Do it!
8
LEADERSHIP (Eternal!) Invigorate a sizeable of
people to Aspire to Excellence in pursuit of a
Common (Noble) Goal that revolves around
service-of-exceptional-value to Clients
9
Leadership v. ManagementIn President
Bushs belief that America needed to respond
resolutely to the dangers of terrorism, tyranny
and proliferation, he was mainly right. His chief
failures stem from incompetent execution. The
Economist/05.13.2006
10
DRUCKERS GREAT CONTRIBUTION management per se
as a/the principal determinant of institutional
effectiveness
11
GrantJean Edward Smith
12
A generation of American officers had been
schooled to believe the art of generalship
required rigid adherence to certain textbook
theorems./151 The nature of Grants greatness
has been a riddle to many observers. did not
hedge his bets disregarded explicit
instructions nothing to fall back on
violating every maxim held dear by the military
profession new dimension ability to learn from
the battlefield finished near the bottom of his
West Point class in tactics carried the fight
to the enemy maintain the momentum of the
attack military greatness is the ability to
recognize and respond to opportunities
presented./152-3 Grant had an aversion to
digging in./153 Grant had an intangible
advantage. He knew what he wanted./153 Grants
seven-mile dash changed the course of the
war./157 The one who attacks first will be
victorious./158 dogged/159 unconditional
surrender/162 simplicity and
determination/166 quickness of mind that
allowed him to make on the spot adjustments
his battles were not elegant set-piece
operations/166 other Union general preferred
preparation to execution became a friend of
detail suffered from the slows /170 Message
to Halleck from McClellan Do not hesitate to
arrest him following great victory/172
learned how to withstand attacks from the rear
Army politics/179
13
He never credited the enemy with the capacity
to take the offensive./185 tenacity like
Wellington/187 I havent despaired of whipping
them yet at very low point/195 Both sides
seemed eefeated and whoever assumed the offensive
was sure to win./200 inchoate bond between
Grant and soldiers/201 The genius of Grants
command style lay in its simplicity. Grant never
burdened his division commanders with excessive
detail. no elaborate staff conferences, no
written orders prescribing deployment. Grant
recognized the battlefield was in flux. By not
specifying movements in detail, he left his
subordinate commanders free to exploit whatever
opportunities developed./202 If anyone other
than Grant had been in command, the Union army
certainly would have retreated./204 Lincoln
(urged to fire Grant) I cant spare this man
he fights./205 Grant turned defeat into Union
victory./206 moved on intuition, which he
often could not explain or justify./208
instinctive recognition that victory lay in
relentlessly hounding a defeated army into
surrender./213 Nathan Bedford Forrest,
successful Confederate commander amenable to no
known rules of procedure, was a lawunto himself
for all military acts, and was constantly doing
the unexpected at all times and places./213
14
The commanding general would be in the
field/228 Lincoln What I want, and what the
people want, is generals who will fight battles
and win victories. Grant has done this and I
propose to stand by him./231 retains his hold
upon the affections of his men/232 Grants
moral couragehis willingness to choose a path
frrom which there could be no returnset him
apart from most commanders were Grant and Lee
were uniquely willing to take full responsibility
for their actions./233 modest honest
nothing could perturb never faltered /233
plan was breathtakingly simple but fraught with
peril/235 demonstrating the flexibility that
had become his hallmark/238 But like any West
Point trained general, he had difficulty
comprhending what Grant was up to /240
recognized the value of momentum throw off
balance blitzkreig travelling light
headquarters in the saddle/243 acted as
quartermaster/243 rushed away so that he
couldnt receive Hallecks order like Lord
Nelson telescope to his blind eye pressing
ahead on his own/245 focus on the enemys
weakness rather than his own/250
15
TPs take Intuition Move today gt perfect plan
tomorrow Great advantage You know what youre
up to and youre moving Action! .. Keep moving!
Engage! Offense! Momentum! . Keep em off
balance Plan B Adjust Adapt
Opportunism! Revise in accordance with
conditions and opportunities on the ground
Doggedness Relentless Never retreat
Simplicity! Wide latitude for division
commanders minimum written orders, conferences,
etc keep his own council HQ is Grant his
horse Communion with soldiers/Exude quiet
confidence Self-accountability! Evade orders
(or ignore) Share harm hardship Nelson
avoid loss vs seek victory Boyd quickest
O.O.D.A. loops Life 101 politics between the
Generals!
16
Insubordinate (when it comes to
delays)/NAction-oriented/Offense/Total
victory/NRelentlessTroop Commander par
Excellence/NLeeway to Commanders/N
17
WOMEN.
18
WOMENS STUFF.DEE DEE.0712.2006.
19
LEADERSHIP SKILLS.
20
Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
21
When boys win, they boast when girls win, they
apologize. Max, tennis coach, from Double Fault
by Lionel Shriver
22
M/3 of 10 (Im ready rarin to go!)F/8 of
10 (Ive still got a ways to go.)
23
Well-behaved women rarely make history.Anita
Borg, Institute for Women and Technology
24
To Hell With Well Behaved Recently a young
mother asked for advice. What, she wanted to
know, was she to do with a 7-year-old who was
obstreperous, outspoken, and inconveniently
willful? Keep her, I replied. The
suffragettes refused to be polite in demanding
what they wanted or grateful for getting what
they deserved. Works for me. Anna
Quindlen/Newsweek
25
Nobody gives you power. You just take it.
Roseanne
26
Women Dominate Economic Growth.
27
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, Leader, page 14
28
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline. Even
today in the modern, developed world, surveys
show that parents still prefer to have a boy
rather than a girl. One longstanding reason boys
have been seen as a greater blessing has been
that they are expected to become better economic
providers for their parents old age. Yet it is
time for parents to think again. Girls may now be
a better investment. Girls get better grades in
school than boys, and in most developed countries
more women than men go to university. Women will
thus be better equipped for the new jobs of the
21st century, in which brains count a lot more
than brawn. And women are more likely to
provide sound advice on investing their parents
nesteg surveys show that women consistently
achieve higher financial returns than men do.
Furthermore, the increase in female employment in
the rich world has been the main driving force of
growth in the last couple of decades. Those women
have contributed more to global GDP growth than
have either new technology or the new giants,
India and China. Source Economist, April 15,
Leader, page 14
29
Continuing on page 73 A Guide to Womenomics
The Future of the World Economy Lies Increasingly
in Female Hands. (Headline.) More stats Around
the globe since 1980, women have filled two new
jobs for everyone taken by a man. Women are
becoming more important in the global marketplace
not just as workers, but also as consumers,
entrepreneurs, managers and investors. Re
consumption, Goldman Sachs in Tokyo has developed
an index of 115 companies poised to benefit from
womens increased purchasing power over the past
decade the value of shares in Goldmans basket
has risen by 96, against the Tokyo stockmarkets
rise of 13. A couple of final assertions (1)
It is now agreed that the single best investment
that can be made in the developing world is
educating girls. (2) Also, surprisingly, nations
with the highest female laborforce participation
rates, such as Sweden and the U.S., have the
highest fertility rates and those with the
lowest participation rates, such as Italy and
Germany, have the lowest fertility
rates. Source Economist, April 15, page 73
30
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, April 15
31
"Women have been making educational progress, and
the men are stuck. They haven't just fallen
behind women. They have fallen behind changes in
the job market. Tom Mortenson, The Pell
Institute for the Study of Opportunity in Higher
Education (AOL-AP, 060206)
32
The Importance of Sex Forget China,
India, and the InternetEconomic Growth Is
Driven By WomenBetter gradesMore go to
university (21st century, brains count)Far
more training to be docs (UK)Better investment
decisions (greatest wealth transfer
ever)Growing female employment rate 1 driver
of growth (womengthigh tech, China, India)More
women in govt increase econ growth emphasis
(Invest health, ed, infrastructure,
poverty)Source Economist/0415
33
Impact! Add It Up!Primary
markets/Everything (Men buy things that other
men will buy for women. I buy things that women
want.successful jeweler/F. Women are the
majority market Fara Warner/The Power of the
Purse. Women as Purchasing Officers, CIOs,
etc.)Greater global workforce participation rate
(bigger contributor to GDP growth than
technology, China, IndiaEconomist)Higher wages
(more seniority, promotionseven if not to CEO
greater pay equityeven if not equal)Business
decision makers (more seniority,
promotionseven if not to CEO)Women-owned
businesses (answer to the Glass Ceiling10.6M in
USA recipients of micro-lendingdeveloping
world)
34
Idiot is too kind a word.
35
Thats a very diverse team. Patrick Cescau,
CEO, Unilever 1 of 14 Board of Directors
members is a woman (not an exec) 2 of 7 Exec
Team members are Indians. (Source FT/24-25
June.) Approximately 85 of Unilevers
products are purchased by women.
36
Thats a VERY diverse team. Patrick Cescau,
CEO, Unilever 1 of 14 Board of Directors
members is a woman (not an exec) 2 of 7 Exec
Team members are Indians. (Source FT/24-25
June.) Approximately 85 of Unilevers
products are purchased by women.
37
85 vs. 7 (1 of 14)
38
Thats a VERY sick man. Tom Peters
39
EXCELLENCE. OPPORTUNITY.
40
Fara Warner
41
Read.
42
This.
43
Book.
44
Damn it.
45
Women are the majority market Fara
Warner/The Power of the Purse
46
USA/F.Stats Short n (Very) Sweetgt50 of stock
ownership, 13T total wealth (2X in 15
years)gt7T consumer biz spending (gt50 GDP gt
Japan GDP) gt80 consumer spdg (Consumer 70
all spdg) 57 BA degrees (2002) ed social
strata, no wage gap60 Internet users gt50
primary users of electronic equipmentgt50 biz
tripsWimBiz Employees gt F500 10M 33 all US
BizPay from 62 in 1980 to 80 today equal if
education, social status, etc are equal60
work 46M (divorced, widowed, never
married)Source Fara Warner, The Power of the
Purse
47
The left hand rocks the cradle, The right hand
rules the world. DeBeers (created new 4B
segment in 5 years)In those two simple
sentences I saw a view of women I had not seen
before in advertising. Here was a company that
had the guts to talk openly about what women were
still struggling to understand and embrace.
Fara Warner, The Power of the Purse
48
Cases!McDonalds (mom-centered to majority
consumer not via kids)Home Depot (Do it
everything! Herself)PG (more than house
cleaner) DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
49
To help revive the companys sales and profits,
McDonalds shifted its strategy toward women from
one of minority consumers who served as a
conduit to the important childrens market to one
in which women are the majority consumers and the
main drivers behind menu and promotion
innovation. Fara Warner, The Power of the Purse
50
What women in focus groups told us was that
all moms were women, but not all women are
momsso why werent we trying to reach all women?
We realized we should be finding the woman inside
the mom. Kay Napier, SVP Marketing (from Fara
Warner, The Power of the Purse)
51
Faith, Lys, Marti, Fara Targeting the New
Professional Woman How to Market and Sell to
Todays 57 Million Working Women. Gerry Myers
52
Stupid Fring Idiot-Marketers!Critics
describe evening news in unflattering terms
Theyre old! Theyre set in their ways! They
wont buy iPods!Source Advertising Age,
05.08.06
53
e-book News
54
e-books/40 p.a./PurchaserM?iPod
user?Sci-fi?
55
e-books/40 p.a./PurchaserM? No.iPod user?
No.Sci-fi? No.
56
e-books/40 p.a./PurchaserF? Yes. iPod user?
N.A.Romance Novel? Yes.
57
e-books/40 p.a.The e-book is comingat last.
Romance is the fastest-growing category in the
e-bok market. With e-books, women
rule.Source/s The Sunday Telegraph/ Romance
Writers of America
58
Market Opportunity
59
Duh.Women.Boomers-Geezers.Women business
owners.Single-adults (Urban)
60
U.S.A. Economic Story 110.6M
61
Fastest growing demographic Single-person
Households (gt50 in London, Stockholm,
etc)Source Richard Scase
62
of homes purchased by single women 1981, 10
2005, 20 of homes purchased by single men
1981, 10 2005, 9Source USA Today/02.15.06
63
END WOMEN.
64
Health
65
MHHAYOU DO Patient Safety. Healthcare to
Health.I DO Transfat, High Fructose Corn
Syrup, 50 Sunscreen, Wash your hands
66
Griffin Hospital (Planetree) results Financially
successful. Expanding programs-physically.
Growing market share. Only hospital in 100 Best
Cos to Work for7 consecutive years, currently
6. Five-Star Hospitals, Joe Flower,
strategybusiness (42)
67
Sanitary revolution mortality in major cities
down 55 between 1850 and 1915Source Tom
Farley Deborah Cohen, Prescription for a
Healthy Nation
68
Curve ShiftingSource Tom Farley Deborah
Cohen, Prescription for a Healthy Nation
69
Bump into factor Extra-size portions, eat
more. Higher shelf space snacks, more
obesity. More liquor stores, more crime. High
vs low fat Japanese who emigrate to U.S. suffer
3X increase in heart disease.Source Tom Farley
Deborah Cohen, Prescription for a Healthy Nation
70
Sprint/Overland Park KS Slow elevators, distant
parking lots with infrequent buses, food court
as poorly placed as possible, etc.Source
New York Times
71
Wellness
72
Obesity/-79(-36) BP (140-85 to 90-60) Blood
sugar (180-87) Blood chemistry (normal)
Cholesterol (140-58) Metabolic rate/RMR (250)
Mental state (dramatic improvement)
73
Off Univasc (lt1/2)BextraLipitorToprolPropra
nolol
74
Aging reversal!!!!Why wasnt I informed
until age 59?
75
FixesDietExtreme exerciseMeditationSuppleme
ntsEliminate all alcohol(Meds)
76
TP Recce 1Dubai Healthcare City to Dubai
Health CityCleveland Clinic and Canyon Ranch
77
T.T.D./Healthcare27
78

Healthcare27 1. Fully utilize Physicians
Assistants to do routine work in a timely
fashion. (Doc in a Kiosk at WalMart is
great!) 2. Maximize Outpatient services! 3. Short
hospital stays work! 4. Support home care to the
max. (E.g., Declaration of IndependentsBeacon
Hill/Boston) 5. STOP THE 100K NEEDLESS DEATHS
much/most of the quality stuff is eminently
fixable. (Don Berwick for President! AHA for Hall
of Shame!) (Strong, vicious insurer
incentives!!!) 6. FLIP HC 177 DEGREES TO
EMPHASIZE PREVENTION WELLNESS. (Steps are
being taken but not enough. Med schools Awful!
Insurers Little better. Support for
appropriate-proven alternative therapies is an
important part.) (HUGE INCENTIVES FOR EFFECTIVE
WELLNESS-PREVENTION PROGRAMS-MEASURABLE
SUCCESSES.)
79
T.T.D./ACTION.NOW.
80
Visible Signs/Measures (Creech)TRAIN. TRAIN.
TRAIN. (P.S.)Med school, Nursing school
cirriculum (P.S.)BOLD!/Big change EASIER than
modest change (P.S., etc.)EXCELLENCE. ONLY.
ALWAYS. DAMN IT.EVP/Patient SafetyP.S.O.sFund
the living hell out of it (P.S.)CEO (etc)
REFLECT IT IN CALENDAREMERGENCY STATUSH.M.O.s
Big/ENORMOUS (/-) incentives for docs,
hospitals, etc, etcBOARD Patient Safety
CommitteeBOARD WPCC CommitteePatient Safety
BALDRIDGE (POTUS?)
81
CERTIFICATION/RE-CERTIFICATION for One All
(P.S., etc)WPOCC Rules!!!!!!! (Wellness/
Prevention/Obesity/ChronicCare)WPOCC N.G.A.
(AK)INSURANCE COMPANY VISIBILITY/SPONSORSHIP/MEG
A-INCENTIVESAwards Galore P.S./WPOCC)BOARD
Committee H5N1HHS Split HC PWO
(Ontario)Write off ½ of med school loan if pay
with 3-5 years service in Public HealthGlamorize
Family Practice, Public Health, etcFAT
legislation?? (Almost certainly) (Density, HFCS,
Trasfats, etc, etc) (A FIRST FOR TP)SUE the hell
out of One All re Obesity (Cigarettes II)
82
Research LEAP _at_ N.I.H. (Etc, Etc, ETC)INCENTIVES
_at_ SCHOOLS (BIG!!)EMR Intensify!!!!!!!!!!!!!No
leadership position in AHA (AMA?) (DEANs?)
(Etc?) without Safety tourNo Medical Chief
(gt150 beds?) without Safety tourFORGET ABOUT
ME!!! (Except Wellness, ChroniCare)VIGOROUSLYSUP
PORT Home CareAmerican OBESITY African AIDs
(??)ELIMINATE/OBLITERATE HIGH FRUCTOSE CORN
SYRUP!ELIMINATE/OBLITERATE TRANSFATS!(HFTC/TF
The Real WMDs)FDA Kill! Kill! Kill! (Please)
83
CEO Bonus 50 P.S./WPOCCOBNOXIOUS
labelsIncentives for BILLBOARDSNatl Advertising
CouncilPARENTING education, etc.THIS IS NOT A
PROGRAM (P.S./WPOCC)
84
STATE OFEMERGENCY
85
March-June 2006 Sample ofHealthcare PR
86
Docs Hospitals
87
Doctors/Hospitals53 autopsy studies 24
misdiagnosis rate (The Independent,
06.27)Medical Guesswork From heart surgery to
prostate care, the health industry knows little
about which common treatments really work
(Cover, BusinessWeek, 0529) Dr David Eddy/Kaiser
Permanente Care Management Institute The
problem is we do not know what we are doing.
Eddy 15 of what doctors do is backed by hard
evidence (BW) in general, 20 to 25.What
Doctors Hate About Hospitals (Cover, Time,
05.01) It remains almost a stroke of luck to
enter a U.S. hospital and receive precisely the
right treatment. (Time) No day passednot
onewithout a medication error. The errors were
not rare they were the norm (Don Berwick, on
his wifes treatment) One medication was
discontinued by a physicians order on the first
day of admission Berwicks wife and yet was
brought by a nurse every single evening fo 14
days straight. (Time) Harvard Public Health,
2002 study More than 1 in 3 doctors reported
errors in their own or a family members medical
care. (Time)
88
Big Pharma
89
Digger the DermatophyteLamisil/Novartis/4/11
0M/3X in 10 to 100,000
90
Big PharmaPushing Pills How Big Pharma Got
Addicted To Marketing (Cover, Forbes, 05.08)
Novartis 4 best seller, Lamisil, toe fungus,
850 for 3-month treatment, Digger Dermatophyte
(Forbes) 42 billion on RD, 46 billion on
marketing and admin. Salespeople up 100,000 in
last 10 years, 1 per 9 docs vs 1 per 18 docs.
(Forbes) Clinical trials favor sponsors drug 90
of the time. The comparative studies are a
joke. Dr Jack Rosenblatt (Forbes)Psychiatric
Drugs Fare Favorably When Companies Pay for
Studies (headline, USA Today. 05.25) 57 of
studies paid by drug companies, up from 25 in
1992. Favorable outcome for sponsor 78.
Sponsored by neutral 48. Sponsored by
competitor 28. USA Today /American Psychiatric
Association) Hey, You Dont Look So Good As
diagnoses of once-rare illnesses soar, doctors
say drugmakers are disease-mongering to boost
sales (feature, BusinessWeek, 05.08)
91
Intractable Problems
92
OtherHazardous To Your Health (New York Times
Op-ed on High Fructose Corn Syrup, 04.11)
112,000 deaths/year, 75 billion/per year
associated with too much fat 2/3rd of Americans
over-weight, 1/3rd childrenCall for Switch to
Preventive Measures as 29 billion pound Cost
of Heart Disease is Revealed (headline, The
Independent, 05.15)The Fat Police Obesity
Tests Every four-year-old in the country to be
officially screened (headline, The Independent,
05.21)The Politics of Fat (headline, Time,
03.27) childhood obesity up 3X in 25 years
93
MI Healthcare
94
STATE OFEMERGENCY
95
Funding ........... N.A.Access
N.A.Execution of chosen task
DPriorities ...... FBig Pharma
..... D-
96
Funding ........... N.A.Access
N.A.Execution of chosen task
DPriorities ...... FBig Pharma
..... D-Quality FScientific basis for
action C-/D
97
Funding ........... N.A.Access
N.A.Execution of chosen task
DPriorities ...... FBig Pharma
..... D-Emphasis on Acute care
CDe-emphasis of WPC/Wellness-Prevention-Chronic
care F (F-??)
98
Funding ........... N.A.Access
N.A.Execution of chosen task
DPriorities ...... FBig Pharma
..... D-Me too D-Overcomplexity/Drug
discovery D-Disease creation D-Hiring pretty
girls AHiring lotsa pretty girls A
99
Funding ........... N.A.Access
N.A.Execution of chosen task
DPriorities ...... FBig Pharma
..... D-
100
Bust fat docs!
101
Report Card.
102
Re-imagine Healthcare
Reportcard2006Evidence-based/Outcomes-based
....... DPay-for-performance
. DIS/IT (general)
..... C-Use of information
(for decisionmaking-measurement) . C-EMR
(Electronic Medical Records) ......
DCPOE (Computerized Physician Order Entry)
.. C-/DQuality/100K unnecessary deaths
.. D-(kind)Acute care to chronic
care-home care shift ..... D/D-Acute-care
to Prevention/Wellness Obsession..
F-Patient-centric/Client-centric..
DDocs acceptance of evidence-based
............ D/D-Revolutionary-intensity
Incentives re evidence ... D- Childhood
obesity epidemic .. D- H5N1
preparedness ... DCorporate
focus on Prevention/Wellness.........
C-/DIndividual focus on Prevention/Wellness
.. DIndividuals health education/self-manageme
nt ..... C-Workforce acceptance of
self-responsibility ....... C-Workforce
transition to Brand You attitude......
C-/D 3 March 2006/Tom Peters
103
Wash your hands.Apply 50 sunscreen.Banish
trans fatBanish high fructose corn
syrup.Exercise 30-7.Breathe.Stockpile for
H5N1. (not Tamiflu!)Avoid hospitalization.Take
charge of your health.
104
HealthCentury21.Job 1(HC21.J1)Tom
Peters/0428.2006
105
Quality!Prevention!Wellness! Chronic
care!Childhood obesity!H5N1!
106
Quality!Prevention!Wellness! Chronic
care!Childhood obesity!H5N1!
107
2m38s
108
Welcome to the Homer Simpson
Hospitala/k/a The Killing Fields
109
When I climb Mount Rainier I face less risk of
death than Ill face on the operating table.
Don Berwick, Six Keys to Safer Hospitals A
Set of Simple Precautions Could Prevent 100,000
Needless Deaths Every Year, Newsweek (1212.2005)
110
Quality!Prevention!Wellness! Chronic
care!Childhood obesity!H5N1!
111
Childhood Obesity gt Terrorism
112
Quality!Prevention!Wellness! Chronic
care!Childhood obesity!H5N1!
113
The Ultimate Culture ChangeHealthcare
vs. Health
114
Quality (100K deaths)Evidence/Outcomes-based
medicineIS/IT-in-health(care) revolutionWellness
/PreventionHealthcare to Health culture
transformationWash your hands!Home-care (as the
population rapidly ages)Med-school
re-orientation Public health
emphasisChildhood Obesity Mind-boggling (15
years?) social-moral-technological impact of
life sciences (the Singularity?)H5N1/WMDs/Envir
onmental degradationRisk assessment (private,
public)Market opportunityPublic vs/ Private
responsibilities partnerships Africa!
(Unconscionable failure to attend to/staggering
Health consequences for all)
115
Re-imagine Healthcare
Reportcard2006Evidence-based/Outcomes-based
....... DPay-for-performance
. DIS/IT (general)
..... C-Use of information
(for decisionmaking-measurement) . C-EMR
(Electronic Medical Records) ......
C-/DCPOE (Computerized Physician Order Entry)
.. C-/DQuality/100K unnecessary deaths
.. D-(kind)Acute care to chronic
care-home care shift ..... D/D-Acute-care
to Prevention/Wellness Obsession..
D/D-Patient-centric/Client-centric..
DDocs acceptance of evidence-based
............ D/D-Revolutionary-intensity
Incentives re evidence ... D- Childhood
obesity epidemic .. D- H5N1
preparedness ... DCorporate
focus on Prevention/Wellness.........
C-/DIndividual focus on Prevention/Wellness
.. DIndividuals health education/self-manageme
nt ..... C-Workforce acceptance of
self-responsibility ....... C-Workforce
transition to Brand You attitude......
C-/D 3 March 2006/Tom Peters
116
If God spoke to me by saying, Mark, youre down
to your last three words What would you want to
say to your fellow humans that would make the
most positive impact? It would be a close call
between Love Thy Neighbor and Wash Your Hands .
A close third would be Move, Move, Move. Mark
Pettus, M.D., The Savvy PatientThe most
important thing you can do to keep from getting
sick is to wash your hands. CDC/National
Center for Infectious Diseases
117
Tommy Thompson take your meds chronic illness
75 to 80 curative healthcare system to
prevention systemSource Advertising Age,
05.08.06
118
Wash your hands.Apply 50 sunscreen.Banish
(TOTALLY) high fructose corn syrup.Exercise
30-7.Breathe.Stockpile for H5N1. (not
Tamiflu!)
119
END HEALTH
120
INNOVATION
121
World Innovation ForumEVERYTHING YOU THOUGHT
YOU KNEW ABOUT INNOVATION IS WRONGTom
Peters/New York/0524.2006/Inno.new.LIST.0527
122
World Innovation Forum Alt TitleYOU ONLY FIND
OIL IF YOU DRILL WELLS
123
What We Know For Sure About InnovationBig
mergers by large dont workScale is
over-ratedStrategic planning is the last refuge
of scoundrelsFocus groups are counter-productive
Built 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
memoirs of CEOs you should be institutionalizedH
erd behavior (XYZ is hot) is ubiquitous and
amusingTop teams are DittoheadsCEOs have
little effect on performanceExpert prediction
is rarely better than rolling the dice
124
Parallel universe/Exec Ed v res MBA End run
regnant powers/JKC Find done deals-practicing
mavericks/Stone-ReGo Bell curves/2016 in
2006 Non-industry benchmarking Everything
Portfolio V.C.s all! Hot language/Wow-Astonish
me-Insanely great-immortal-Make something
great Lead customers/PW-Embraer Lead suppliers
/Top decile RD Weird alliances Mottos/Paul Arden
(Whatever You Think Think the Opposite) Hire
freaks/Enough weird people? Weird Boards!!!
125
CEO track record of Innovation (nobody starts at
45!) System/GE-Immelt Strategic thrust
overlay Calendar Big Delta easier than
Small MBWA with freaks-weirdos/JKC MBWA/Boonies
labs V.C.-formal/Intel Acquire weird Childrens
crusade Old farts crusade Go Global at any
size Stop listening to customers Talent!/Unusual
sources-Hire innovators-V.C.s Eschew giant mergers
126
Remember scale economies max out early Assisted
suicide! (Built to last Chimera-snare-delusion
) Burn your press clippings Forgetting
strategy Fire all strategic planners Tempo! Fina
l product bears little relation to starting
notion Design! Design! Design! (culture, not
program) All innovation Pissed-off people Gut
feel rules! Focus groups suck Weird focus groups
okay Be-Do philosophy
127
Celebrations Culture-little as well as big Inno
(everyone-an-innovator) Life Wow
Projects Acknowledge messiness-pursue serendipity
(Blitzkrieg-Containers-Science-Jim
Utterback) R.F.A. Culture of execution 4/40
decentralization, execution, accountability,
615AM EVP (S.O.U.B.)/Systems-process
un-design Diversity for diversitys
sake Women-Women-Women/customers (they are the
market, not a segment)-leaders Boomers-Geezers
(all the money)
128
CRO (Chief Revenue Officer) culture/top-line
obsessed CIO (Chief INNOVATION Officer) Laughter F
acility-space configuration Experiments-prototypes
Reward excellent failures. Punish mediocre
successes. Bizarrely high incentives (
penalties) We are what we eat/We are who we hang
out with (E.g. Staff-Consultants-Vendors-Out-sour
cing Partners/, Quality-Innovation Alliance
Partners-Customers-Competitors/who we benchmark
against -Strategic Initiatives -Product
Portfolio/LineEx v. Leap-IS/IT Projects-HQ
Location-Lunch Mates-Language-Board)
129
InnoTac
130
You miss 100 percent of the shots you never
take. Wayne Gretzky
131
Please re-present your plan from last yearexact
same PowerPoint. (LG)
132
Parallel universe!
133
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
134
Winning against Niche/Focus
Dramatic Difference 2016/2011 in 2006
Transparent (easy to do business with/Great
EXPERIENCE) Partner EXECUTION
135
Innovation Some Secrets
136
Parallel universe!
137
Venture fund E.g. Gerstner/Amex, Dow/Marriott,
Grove/Intel, Bedbury/Starbucks
138
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury
139
2/50Scott Bedbury/Starbucks/lt1/lt4 of 400/
grabbed best/all wanted to be there/2-50
140
Immelt on Innovation breakthroughs Pull out
and fund ideas in each business that will
generate gt100M in revenue find best people to
lead (80 throughout GE)Source Fast
Company/07.05
141
End Run E.g. JKC _at_ Smith Continuing Ed in
B.Schools
142
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
143
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version No. 5. By the
time our rivals are ready with wires and screws,
we are on version No. 10. It gets back to
planning versus acting We act from day one
others plan how to planfor months. Bloomberg
by Bloomberg
144
Bloody-minded-ness!
145
JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(1-5/Throughout) TALENT JACK!
146
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
147
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
148
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
149
METABOLIC MANAGEMENT
150
The Leadership111. Talent
Management2. Metabolic Management3. Technology
Management4. Barrier Management5. Forgetful
Management6. Metaphysical Management7.
Opportunity Management8. Portfolio Management9.
Failure Management10. Cause Management11.
Passion Management
151
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
152
Active mutators in placid times tend to die off.
They are selected against. Reluctant mutators in
quickly changing times are also selected
against.Carl Sagan Ann Druyan, Shadows of
Forgotten Ancestors
153
How we feel about the evolving future tells us
who we are as individuals and as a civilization
Do we search for stasisa regulated, engineered
world? Or do we embrace dynamisma world of
constant creation, discovery and competition?
Do we value stability and control or evolution
and learning? Do we think that progress requires
a central blueprint, or do we see it as a
decentralized, evolutionary process?? Do we see
mistakes as permanent disasters, or the
correctable byproducts of experimentation? Do we
crave predictability or relish surprise? These
two poles, stasis and dynamism, increasingly
define our political, intellectual and cultural
landscape. Virginia Postrel, The Future and
Its Enemies
154
If things seem under control, youre just not
going fast enough. Mario Andretti
155
Im not comfortable unless Im
uncomfortable.Jay Chiat
156
If it works, its obsolete. Marshall McLuhan
157
Boyd on TEMPO
158
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
159
He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act./Col. John
Boyd
160
OODA Loop/Boyd CycleUnraveling the
competition Quick Transients/Quick Tempo
(NOT JUST SPEED!) Agility So quick it is
disconcerting adversary over-reacts or
under-reacts Winners used tactics that
caused the enemy to unravel before the fight
(NEVER HEAD TO HEAD)BOYD The Fighter Pilot Who
Changed the Art of War (Robert Coram)
161
The stuff has got to be implicit. If it is
explicit, you cant do it fast enough. John
BoydBOYD The Fighter Pilot Who Changed the
Art of War (Robert Coram)
162
Tempo!70-10Boyd/O.O.D.A. Loops/Mike
Leach/Texas Tech
163
70-10/Nebraska/Unk QB 643 yards K.State/ Linemen
spread wide/All legals go out for pass/Defenders
confused tire (Boyd/Tempo is not
speed/Re-arrange the mind of the enemyT.E.
Lawrence)/ By changing the geometry of the game,
and pushing the limits of space and time on the
gridiron, Mike Leach is taking Texas Tech to some
far out places. Michael Lewis (NY Times
Magazine, 12.04.05, on Mike Leach/Texas Tech)
164
In war, delay is fatal. Napoleon The only
way to whip an army is to go out and fight it.
Grant demonstrating the tactic that would
become his hallmark the immediate move to seek
out the enemy and attack him John Mosier, on
Grant A good plan executed right now is far
preferable to a perfect plan executed next
week. Patton
165
Relentless!Churchill, Grant, Patton, Welch,
Bossidy, Nardelli (GE execs), UPS, FedEx,
Microsoft/Gates-Ballmer, Eisner, Weill, eBay,
Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong
166
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
167
Blitzkrieg?
168
False AttributionsGerman
citizenry low morale, no appetite for war3rd
Republic government rather well regardedFrench
Army in good shape, surprisingly well armed,
decent strategy (in dozens of simulations, French
usually win)Blitzkrieg not usedGermans very
vulnerableLousy French intelligence and luck
perhaps determinant (intelligence information
tends to be sifted to reinforce received ideas
rather than to overturn them)Many plausible
competing hypothesesSource Julian Jackson, The
Fall of France (cf Nassim Nicholas Taleb, Fooled
by Randomness The Hidden Role of Chance in Life
and in the Markets.)
169
Smashing Conventional Wisdom 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 various
occasions, with Hitlers backing, to slow the
panzers down? The victory in France came about
partly because the German High Command
temporarily lost control of the battle. The
decisive moment in this process was Guderians
decision to move immediately westward on 14 May,
the day after the Meuse crossing, wrenching the
whole of the rest of the army along behind
him. messed up traffic, little close air
support, random heroics by some small bits of
Guderians forces, Guderian not a disciple of
the WWI-derived strategy of indirect
approach Source Julian Jackson, The Fall of
France
170
Grove and Bloomberg on Action
171
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version No. 5. By the
time our rivals are ready with wires and screws,
we are on version No. 10. It gets back to
planning versus acting We act from day one
others plan how to planfor months. Bloomberg
by Bloomberg
172
"I think it is very important for you to do two
things act on your temporary conviction as if it
was a real conviction and when you realize that
you are wrong, correct course very quickly.
Andy Grove
173
Never forget implementation boys. In our work
its what I call the missing 98 percent of the
client puzzle. Al McDonald, former Managing
Director, McKinsey Co, to a project team that
included TP
174
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
175
BIAS
176
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
177
Importance of Success Factors by Various
Gurus/ Estimates
(Unreliable) by Tom Peters
Strategy Systems Passion/
Execution
Leadership
Porter
45 20 20
15Drucker 35 30 15
20Bennis 20 20
35 25Peters 15
20 30 35
178
Ubiquitous Politics
179
A man of great mediocrity. General George
Patton about General Omar Bradley A
third-rate general. He never did anything or won
any battle that any other general could not have
won as well or better. General Omar Bradley
about Sir Bernard Montgomery If you want to
end the war in any reasonable time, you will have
to remove Ikes hand from the control of the land
battle. Sir Bernard Montgomery about General
Dwight Eisenhower One thing that might help
win this war is to get someone to shoot King.
General Dwight Eisenhower about Admiral Ernest
King Eisenhower, though supposed to be
running the land war, is on the golf links at
Rhiemsentirely detached and taking practically
no part in running the war. Sir Alan Brooke
If the unhelpful British attitude continues,
then I shall go home. General Dwight
EisenhowerSource David Irving, The War Between
the Generals Inside the Allied High Command
180
Utterback
181
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 Art of Innovation
182
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
183
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
184
Chivalry is dead. The new code of conduct is an
active strategy of disrupting the status quo to
create an unsustainable series of competitive
advantages. This is not an age of defensive
castles, moats and armor. It is rather an age of
cunning, speed and surprise. It may be hard for
some to hang up the chain mail of sustainable
advantage after so many battles. But
hypercompetition, a state in which sustainable
advantages are no longer possible, is now the
only level of competition. Rich DAveni,
Hypercompetition Managing the Dynamics of
Strategic Maneuvering
185
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

186
Wendell Phillips, abolitionist Republics exist
only on the tenure of being constantly agitated.
There is no republican road to safety but in
constant distrust.Source Louis Menand, The
Metaphysical Club A Story of Ideas in America
187
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
188
First-level Scientific SuccessBeyond
BrainsTom Peters/14April2006
189
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
190
First-level Scientific SuccessThe smartest guy
in the room winsOr
191
Happy 50!26April2006
192
Malcom McLean
193
Containerization
194
LessonsNeed-drivenA thousand
parentsMessyEvolutionaryTrivialExperimenta
tiontrial ERRORLoooong time for systemic
adaptation/s(many innovations) (bill of lading,
standard time)Not Plan-drivenThe product
of Strategic Thinking/PlanningThe product of
focus groups
195
Get mad. Do something about it. Now.
196
SCALE. ETC.
197
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
198
Last weeks InvinciblesDellMicrosoftBig
Pharma
199
Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
200
New Economy?!Genentech09, Amgen09 gt Merck09
(70K-3/394B-5)
201
WalMart Home Depot Walt Disney Intel
Microsoft Pfizer FlatSource Blue Chip
Blues, Cover, BW, 0417.06
202
More than 1 RD spending, last 25 years?
203
GM
204
Line Extensions 86 percent of new products. 62
percent of revenues. 39 percent of
profit.Source Blue Ocean Strategy, Chan Kim
and Renee Mauborgne
205
I HEREBY PLEDGE When asked, What are some
examples of companies stepping up to todays
challenges? I will NEVER AGAIN offer an
example of a Giant Company instead Ill refer to
Cirque du Soleil, Donnellys Weatherstrip
Service, 3K tanning salons, 10.6M women-owned
businesses (or the typically female recipients of
micro-lending) There is more to Biz Life
than Giant Cos LOTS MORE that hidden 99
206
While many people big oil finds with big
companies, over the years about 80 percent of the
oil found in the United States has been brought
in by wildcatters such as Mr Findley, says Larry
Nation, spokesman for the American Association of
Petroleum Geologists. WSJ, Wildcat Producer
Sparks Oil Boom in Montana, 0405.2006
207
Market Share, Anyone? 240
industries Market- share leader is ROA
leader 29 of the time Profit /ROA
leaders aggressively weed out
customers who generate low returns
Source Donald V. Potter, Wall Street
Journal
208
Did one of em ever turn to the other and say
Wow, I wonder what unimaginable new tools,
otherwise not possible, will be brought forth for
my daughter Alice, age 17, because of this deal?
209
Did one of em ever turn to the other and say
Wow I wonder what unimaginable new tools,
otherwise not possible, will be quickly brought
forth for our customers because of this deal?
210
Sluggish Obese Unimaginative More Sluggish
More Obese More Unimaginative Even More
Sluggish Even More Obese Even More
Unimaginative Nissan Renault GM
Innovative Challenger for Toyota????
211
??????????????Crappy Management (GM)
Arrogant-Overstretched Management (Carlos G)
Great Management
212
Bacteria. (Left tail limits.)Productivity of
small.Failure rate of Big Mergers.Failure rate
of Big Companies.Terrorists.Galbraith vs Hayek.
213
END INNOVATION
214
DETERMINATION
215
The D-FileDETERMINATION
216
DE-TERM-IN-A-TION
217
Or The B-File BLOODYMINDEDNESS
218
BLOOD-Y-MIND-ED-NESS
219
except for the politics GET A DAMN LIFE.
(Grant, Churchill, GW, c.)
220
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
221
First-level Scientific SuccessThe smartest guy
in the room winsOr
222
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
223
First-level Scientific Success/Short
FormScientific Success (Nobel-level) Genius
Execution Master of Soft Skills Enthusiasm
Magnetism Destiny (sense of) Energy
224
615A.M.
225
????????Work Hard gt Work Smart
226
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
227
Relentless!Churchill, Grant, Patton, Welch,
Bossidy, Nardelli (GE execs), UPS, FedEx,
Microsoft/Gates-Ballmer, Eisner, Weill, eBay,
Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong
228
Bloodyminded Unreasonably stubborn Source The
Random House Dictionary of the English Language
229
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
230
Nobody can prevent you from choosing to be
exceptional. Mark Sanborn, The Fred Factor
To live is the rarest thing in the world. Most
people exist, that is all. Oscar Wilde
231
If I can reduce my work to just a job I have to
do, then I keep myself safely away from the
losses to be endured in putting my hearts
desires at stake. David Whyte, Crossing the
Unknown Sea Work as a Pilgrimage of Identity
232
Make each day a Masterpiece! JW
233
Make your life itself a creative work of art.
Mike Ray, The Highest Goal
234
This is the true joy of Life, the being used for
a purpose recognized by yourself as a mighty one
the being a force of Nature instead of a
feverish, selfish little clod of ailments and
grievances complaining that the world will not
devote itself to making you happy. GB Shaw/Man
and Superman
235
To have a firm persuasion in our workto feel
that what we do is right for ourselves and good
for the world at exactly the same timeis one of
the great triumphs of human existence. David
Whyte, Crossing the Unknown Sea Work as a
Pilgrimage of Identity
236
The antidote to exhaustion is not rest, it is
wholeheartedness. David Whyte, Crossing the
Unknown Sea Work as a Pilgrimage of Identity
237
All of our artistic and religious traditions
take equally great pains to inform us that we
must never mistake a good career for good work.
Life is a creative, intimate, unpredictable
conversation if it is nothing elseand our life
and our work are both the result of the way we
hold that passionate conversation. David
Whyte, Crossing the Unknown Sea Work as a
Pilgrimage of Identity
238
To Be somebody or to Do somethingBOYD The
Fighter Pilot Who Changed the Art
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