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Tom Peters

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Title: The Challenge: To Create More Value in All Negotiations Author: Conflict Management, Inc. Last modified by: Cathy Created Date: 9/8/1995 1:29:58 PM – PowerPoint PPT presentation

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Title: Tom Peters


1
Tom Peters Re-Imagine!Leading Change,
Developing Talent, Driving Innovation,Adding
Value,Achieving ExcellenceWorld Forum on High
Performance Sao Paulo/23March2006
2
Slides at tompeters.com
3
Story LineI. ContextII.
InnovationIII. Mastering/Climbing the
Value-added LadderIV. Talent (50)V.
Leadership
4
Story LineI. ContextII.
InnovationIII. Mastering/Climbing the
Value-added LadderIV. Talent (50)V.
Leadership
5
Not Your Fathers World.
6
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
7
The Generals Story. (And Darwins)
8
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
9
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
10
My Story. (And Charles.)
11
Excellence! The Basics/ 1982-2006
12
X82/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
13
Hardball Are You Playing to Play or Playing to
Win? by George Stalk Rob Lachenauer/HBS
PressThe winners in business have always
played hardball. Unleash massive and
overwhelming force. Exploit anomalies.
Threaten your competitors profit sanctuaries.
Entice your competitor into retreat.Approximat
ely 640 Index entries Customer/s (service,
retention, loyalty), 4. People (employees,
motivation, morale, worker/s), 0. Innovation
(product development, research development, new
products), 0.
14
  • X06/Excellence2006 The Bedrock
    Bakers Dozen
  • 1. A Bias For Action/A Culture of Execution
    Job One!
  • 2. Toms Two DECENTRALIZATION! ACCOUNTABILITY!
  • 3. Fail. Forward. Fast.
  • 4. Velocity! Tempo! Metabolic Management
    Matters!
  • 5. INNOVATE or Die.
  • 6. A Damn Good Product. A Damn Cool Product.
  • 7. Ride the Value Added Curve to the Sky Insure
  • Gamechanging Solutions Provide
    Spellbinding
  • Experiences Become a Dream Merchant
    Strive to Be
  • a Lovemark Seek Tattoo Brand status.
  • 8. Relentlessly Pursue the Big Two Markets
    Women,
  • Boomers Geezers.
  • 9. BEST TALENT WINS! Women Rule! HR at the Head
    Table!
  • 10. Educate for Creativity, Entrepreneurship
    Brand You

15
  • X06/Excellence2006 The Bedrock
    Bakers Dozen
  • 1. A Bias For Action/A Culture of Execution
    Job One!
  • (Must be a Systematic Discipline.)
  • 2. DECENTRALIZATION! ACCOUNTABILITY! (Toms Top
    Two, 1965-2005.)
  • 3. Fail. Forward. Fast. (Reward Excellent
    Failures, Punish Mediocre Successes. Most tries
    wins.)
  • 4. Velocity! Tempo! Metabolic Management
    Matters! (Hustle! Adapt!
  • Win the O.O.D.A. Loop WarConfuse Your
    Competitors!)
  • 5. INNOVATE or Die. (Game-changers or Bust!
    Lead the Customer! Shout NO to Imitation!)
  • 6. A Damn Good Product. A Damn Cool Product.
    (Pursue Dramatic Difference.
  • Design Rules!)
  • 7. Ride the Value Added Curve to the Sky Insure
  • Gamechanging Solutions Provide
    Spellbinding
  • Experiences Become a Dream Merchant
    Strive to Be
  • a Lovemark Seek Tattoo Brand status.
  • 8. Relentlessly Pursue the Big Two Markets
    Women,

16
M.I.A. Talk. (Present.) Listen. (Interview.)
Sell. (Life Sales.) Do. (Execution-Implementatio
n.) Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support. Execution.
Adoption-Client Culture Change.) Product.
(It.) Innovation. (Design. Creativity.
Buzz-building. Politics.) Leadership. (USMA,
etc.) E.Q. (Connect.) Culture Change. (Lasting
impact.) Diversity. (Cross-cultural
Effectiveness.) Career Creation. (Brand You
life-lifestyle.) Wellness. (Life.) B.Schools
(M.I.A. or at most B.I.A.barely in action)
17
Everybodys Story.
18
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
19
One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
20
Thaksinomics (after Thaksin Shinawatra, PM)/
Bangkok Fashion City managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design
excellence)Source The Straits Times/2004
21
Better By Design A National StrategyNZ
Design Excellence
22
New ZealandThailandSpainGermanyItalyPortugal
IrelandSingapore Taiwan PhilippinesUAERomania
23
MADE IN TAIWAN From Cheap Manufacturing to
Chic Branding Headline/Advertising Age/06.05
24
Taiwan, Your Partner in InnoValuePoster/Buchares
t/03.06
25
1. Re-imagine Permanence The Emperor Has No
Clothes!
26
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
27
Story LineI. ContextII.
InnovationIII. Mastering/Climbing the
Value-added LadderIV. Talent (50)V.
Leadership
28
2. Re-imagine Innovateor Die!!
29
No Option!
30
A focus on cost-cutting and efficiency has
helped many organizations survive, but this
approach will ultimately render them obsolete.
Only the constant pursuit of innovation can
ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia
31
Resist!
32
When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
33
Different!Dramatic Difference (DH),
Remarkable Point of view (SG)
34
This is not a mature category.
35
This is an undistinguished category.
36
Immelt is now identifying technologies with
which GE will systematically set out to build
entirely new industries StrategyBusiness, Fall
2005
37
Focus!
38
We will not, I repeat not, pretend to be all
things to all people. CEO, Investec (03.06)
39
Big WinnersMature industry Specialty (No
competition) Smaller than competitors4
Traits Sweet spot Agility Discipline
FOCUSSource Alfred Marcus, Big Winners and Big
Losers The 4 Secrets of Long-term Business and
Failure
40
BOLD!
41
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
42
Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
43
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
44
Action !
45
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
46
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
47
Speed/ Tempo!
48
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
49
Measurable!
50
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 (out
of 10) or higher on a Rule-breaking/Wow/
Game-changing Scale?
51
Personal!
52
Step 1 Buy a Mirror!
53
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
54
Story LineI. ContextII.
InnovationIII. Mastering/Climbing the
Value-added LadderIV. Talent (50)V.
Leadership
55
3. Re-imagine Organizing The White-Collar
Tsunami and the Professional Service Firm (PSF)
Imperative.
56
Up, Up, Up, Up the Value-added Ladder.
57
Disintermediation is overrated. Those who
fear disintermediation should in fact be afraid
of irrelevancedisintermediation is just another
way of saying that youve become irrelevant to
your customers. John Battelle/Point/Advertisin
g Age/07.05
58
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
59
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
60
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (Every Practice
Group If you cant explain your position in
eight words or less, you dont have a
positionSeth Godin)2. DRAMATIC DIFFERENCE (We
are the only ones who do what we doJerry
Garcia)3. Stretch Is Routine (Never bite off
less than you can chewanon.)4. Eye-Appetite
for Game-changer Projects (Excellence at
Assembling Best TeamFast) 5. Playful
Clients (Adventurous folks who unfailingly Aim to
Change the World)6. Small Uneconomic
Clients with Big Aims 7. Life Is Too Short to
Work with Jerks (Fire lousy clients)8. OBSESSED
WITH LEGACY (Practice Group and Individual Dent
the UniverseSteve Jobs)9. Fire-on-the-spot
Anyone Who Says, Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a
commodity 10. Consistent with 9 above DO
NOT SHY AWAY FROM THE WORD (IDEA)
RADICAL
61
Point of View!
62
4. Re-imagine Businesss Fundamental Value
Proposition Fighting Inevitable
Commoditization via The Gamechanging
Solutions Imperative.
63
Up, Up, Up, Up the Value-added Ladder.
64
55B
65
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
66
Huge Customer Satisfaction versus Customer
Success
67
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
68
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
69
The Value-added Ladder/Opportunity-seeking
Gamechanging SolutionsServicesGoods Raw
Materials
70
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
71
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain
Executive Customer Experience Director (via
drivers)
72
Purchasing Officer Thrust 1 Cost (at All
Costs) Minimization Professional? Or/to Full
Partner-Leader in Lifetime Value-added
Maximization?(Lopez Arguably Villain 1 in
GM tragedy/AnonVSE-Spain)
73
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals Senior
Healing-Services Team (who happens to be a techie)
74
5. Re-imagine Enterprise as Theater I A World
of Spellbinding Experiences.
75
Experiences are as distinct from services as
services are from goods. Joe Pine Jim
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
76
The Starbucks Fix Is on We have
identified a third place. And I really
believe that sets us apart. The third place is
that place thats not work or home. Its the
place our customers come for refuge.Nancy
Orsolini, District Manager
77
The Value-added Ladder/Memorable
ConnectionSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
78
Beyond the Transaction/ Satisfaction
MentalityGood hotel/ Happy guest/ Exceeded
Expectationsvs. Great Vacation/ Great
Conference/ Operation Personal Renewal
79
6. Re-imagine Enterprise as Theater II
Embracing the Dream Business.
80
DREAM A dream is a complete moment in the life
of a client. Important experiences that tempt the
client to commit substantial resources. The
essence of the desires of the consumer. The
opportunity to help clients become what they want
to be. Gian Luigi Longinotti-Buitoni
81
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
82
The Value-added Ladder/EmotionDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
83
Club Med, IBM Dream Merchants!
84
Up, Up, Up, Up the Value-added Ladder.
85
The Value-added Ladder Managed Asset
ReflationDreams Come TrueSpellbinding
Experiences Gamechanging SolutionsServicesGoods
Raw Materials
86
VA Teaching MomentAndy pointed to a molding,
about halfway up the wall
87
7. Re-imagine the Customer I Trends Worth
Trillion Women Roar.
88
Women are the majority market Fara
Warner/The Power of the Purse
89
The Perfect Answer
Jill and Jack buy slacks in black
90
(No Transcript)
91
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10.
Womens Market Opportunity No. 1.
92
10. Womens Market Opportunity No. 1.
93
Why?
94
2005
95
Good Thinking, Guys!Kodak Sharpens Digital
Focus On Its Best Customers Women Page 1
Headline/WSJ/0705
96
8. Re-imagine the Customer II Trends Worth
Trillion Boomer Bonanza/ Godzilla Geezer.
97
2000-2010 Stats18-44 -155 21(55-64
47)
98
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
99
The New Customer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for
thousands of companies. David Wolfe Robert
Snyder, Ageless Marketing
100
Story LineI. ContextII.
InnovationIII. Mastering/Climbing the
Value-added LadderIV. Talent (50)V.
Leadership
101
9. Re-imagine the Individual Welcome to a
Brand You World Distinct or Extinct
102
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
103
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
104
Personal Brand Equity Evaluation
  • I am known for 2 to 3 things next year at this
    time Ill also be known for 1 more thing.
  • My current Project is challenging me
  • New things Ive learned in the last 90 days
    include
  • My public recognition program consists of
  • Additions to my Contact List in the last 90 days
    include
  • My resume/CV is discernibly different from last
    years at this time

105
The Rule of PositioningIf you cant describe
your position in eight words or less, you dont
have a position. Jay Levinson and Seth Godin,
Get What You Deserve!
106
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
107
Its always showtime. David DAlessandro,
Career Warfare
108
Distinct or Extinct
109
10. Re-imagine the Roots of Excellence The
Talent Obsession.
110
Brand Talent.
111
People Power The Talent50
112
1. People First!
113
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
114
Whoops Jack didnt have a vision!GE
Talent Machine (Ed Michaels)
115
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
116
2. Soft Is Hard.
117
Message Leading Talent is all about Love
Passion, Enthusiasms, Appetite for Life,
Engagement, Commitment, Great Causes
Determination to Make a Damn Difference, Shared
Adventures, Bizarre Failures, Growth, Insatiable
Appetite for Change.
118
3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/Creativity/
Intellectual-capital Added.
119
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
120
Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators and
empathizers)Source Dan Pink, A Whole New Mind
121
4. Talent Excellence in
Every Part of Every Organization.
122
Wegmans 1/100 Best Companies to Work
for/2005
123
5. P.O.T./ Pursuit Of
Talent OBSESSION.
124
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
125
Les Wexner From sweaters to people!
126
6. Talent Masters Understand Talents Intangibles.
127
Q If it were your 50K lifes
savings and my 50K, what sort of Waiters
would we look for?A Enthusiasts!
128
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?)
129
7. HR Is Cool.
130
ChicagoHRMAC
131
support function / cost center /
bureaucratic dragor
132
Are you Rock Stars of the Age of Talent?
133
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)
134
8. HR Sits at The Head
Table.
135
DD21M
136
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 ie 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.
137
9. Re-name HR.
138
Talent Department
139
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
140
10. There Is an HR
Strategy/ HR Vision
141
Omnicom very simply is about talent. Its about
the acquisition of talent, providing the
atmosphere so talent is attracted to it. John
Wren
142
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
143
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
144
EVP/IBP Remarkable challenges, rapid
professional growth, wholesale respect, deep
satisfaction, fun, stunning opportunities,
exceptional rewards, amazing peer group, full
membership in Club Adventure, maximized future
employability
145
11. Acquire for Talent!
146
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
147
12. There Is a FORMAL
Recruitment Strategy.
148
Busy Executives Fail To Give Recruiting
Attention It Deserves Headline, WSJ,
1121.05
149
Cirque du Soleil!
150
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 2.0/1-2.2004
151
13. There Is a FORMAL
Leadership Development Strategy.
152
DD 0 to 60mph in a flash (months)
153
Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
154
14. There is a World
Class Leadership Development CENTER.
155
Crotonville!
156
15. There Is a FORMAL
STRATEGIC HR Review Process.
157
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
158
16. People/ Talent
Reviews Are the FIRST Reviews.
159
17. HR Strategy
BUSINESS Strategy.
160
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.
161
Cirque du Soleil!
162
18. Make it a Cause
Worth Signing Up For.
163
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
164
19. Unleash Their Full
Potential!
165
  • 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

166
RE/MAX A Life Success CompanySource
Everybody Wins, Phil Harkins Keith Hollihan
167
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
168
20. Set Sky High Standards.
169
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
170
21. Enlist Everyone in
Challenge Century21.
171
Distinct or Extinct
172
New Work
SurvivalKit.2006 1. Mastery! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/Unique Selling Proposition (R.POV8
Remarkable Point of View captured in 8 or
less words) 4. Rolodex Obsession (From
vertical/hierarchy/suck up loyalty to
horizontal/colleague/mate loyalty)5.
Entrepreneurial Instinct (A sleepless Eye for
Opportunity! E.g. Small Opp for Independent
Action beats faceless part of Monster Project)6.
CEO/Leader/Businessperson/Closer (CEO, Me Inc.
Period! 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!)
173
22. Pursue the Best!
174
best person in the world Arthur Blank
175
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
176
23. Up or Out.
177
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
178
24. Ensure that the
Review Process Has INTEGRITY.
179
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.GS
180
25. Pay Up!
181
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
182
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
183
26. Training I Train!
Train! Train!
184
26.3
185
3 Weeks in MayTraining Prep 187Work
41(Other 17)
186
1 vs. 367
187
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?
188
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
189
27. Training II 100
Business People.
190
28. Training III 100
LEADERS.
191
I start with the premise that the function of
leadership is to produce more leaders, not more
followers. Ralph Nader
192
29. Training IV Boss as
Trainer-in-Chief.
193
Workout 24 DPY in the Classroom
194
30. Training V The REAL
Bedrock of the Talent Thing.
195
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!
196
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on.Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
197
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer
2002/Research by Thomas Lockwood
198
31. Wide-open
Communication NO BARRIERS.
199
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
200
32. Respect!
201
What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
202
  • 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

203
Empowerment TrustSource Barry Gibbons
204
33. Embrace the Whole
Individual.
205
34. Build Places of
Grace.
206
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ...
benevolence benefaction compassion beauty
207
35. MBWA Visible
Leadership!Managing By Wandering Around
208
The first and greatest imperative of command is
to be present in person. Those who impose risk
must be seen to share it. John Keegan, The
Mask of Command
209
36. Thank You!
210
The deepest human need is the need to be
appreciated. William James
211
37. Promote for people
skills. (THE REST IS DETAILS.)
212
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
213
38. Honor Youth.
214
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
215
39. Provide Early
Leadership Assignments.
216
The WOW! Project
217
40. Create a FORMAL System
of Mentoring.
218
W. L. GoreQuad/Graphics
219
41. Diversity!
220
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
221
We want our associate population to mirror our
customer population at every level, from the
executive suite all the way to the retail floor.
Larry Johnston, CEO, Albertsons
222
42. WOMEN RULE.
223
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
224
On average, women and men possess a number of
different innate skills. And current trends
suggest that many sectors of the
twenty-first-century economic community are going
to need the natural talents of women.Helen
Fisher, The First Sex The Natural Talents of
Women and How They Are Changing the World
225
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
226
TAKE THIS QUICK QUIZ Who manages more things at
once? Who puts more effort into their appearance?
Who usually takes care of the details? Who
finds it easier to meet new people? Who asks
more questions in a conversation? Who is a
better listener? Who has more interest in
communication skills? Who is more inclined to
get involved? Who encourages harmony and
agreement? Who has better intuition? Who
works with a longer to do list? Who enjoys a
recap to the days events? Who is better at
keeping in touch with others?Source Selling
Is a Womans Game 15 Powerful Reasons Why Women
Can Outsell Men, Nicki Joy Susan Kane-Benson
227
Hazel Blears, Englands first female police
minister (per The Times, 7 March) Blears
believes the new neighborhood policing, broken
windows approach requires skills other than the
polices traditional control and command style,
and she clearly thinks women officers are right
for the task. Many of the women in the service
are very good at getting other people to join the
police in fighting crime. The police need new
skills around influence. When we talk about
neighborhood policing and antisocial behavior you
have to be able to draw in other people to help
you resolve these problems. Blears leaves an
impression in everything she says that her belief
is that women officers may be much better at this
than their male colleagues, but, of course, she
is much too politic to say so.
228
  • U.S.
    G.B. E.U. Ja.
  • M.Mgt. 41 29 18
    6
  • T.Mgt. 4 3 2
    lt1
  • Peak Partic. Age 45 22 27
    19
  • Coll. Stud. 52 50 48 26
  • Source Judy Rosener, Americas Competitive
    Secret

229
????????8/500
230
The Core Argument1. We are in a
War for Talent.2. The war will intensify.3.
Women are under-represented in our
leadership ranks.4. Women and men are
different.5. Womens strengths match the New
Economys leadership needsto a striking
degree.6. Women are also the principal
purchasers of goods and servicesretail and
commercial.7. Ergo, women are a large part of
the answer to the War for Talent
issue/opportunity.
231
43. Hire ( Protect!)
Weird!
232
The Cracked Ones Let in the LightOur business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and rebels.
David Ogilvy
233
Are there enough weird people in the lab these
days? V. Chmn., pharmaceutical house, to a lab
director
234
Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
235
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 of
usand our organizationsare in ruts. Make that
chasms.)
236
44. We Are All Unique.

237
Beware Standardized Evals One size NEVER fits
all. One size fits one. Period.
238
53 Players 53 Projects 53 different success
measures.
239
45. Capitalize on
Strengths.
240
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
241
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
242
46. Bosses Win People
Over.
243
PJ Coaching is winning players over.
244
47. GOAL Voyages of
Mutual Discovery.
245
I dont know.
246
Quests!
247
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
248
Leaderships Mt Everest!free to do his or her
absolute best allow its members to discover
their greatness.
249
48. Foster
Independence.
250
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
251
49. Enthusiasm!
252
?
253
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks
follower/WS analyst
254
50. Talent Brand.
255
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
256
The Talent501. People
first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE
We are in an Age of Talent/ Creativity/
Intellectual-capital Added.4. Talent
excellence in every part of the
organization.5. P.O.T./Pursuit Of Talent
Obsession.6. HR sits at The Head Table.7. HR is
cool.
257
Brand Talent.
258
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
259
Message Leading Talent is all about Love
Passion, Enthusiasms, Appetite for Life,
Engagement, Commitment, Great Causes
Determination to Make a Damn Difference, Shared
Adventures, Bizarre Failures, Growth, Insatiable
Appetite for Change.
260
Story LineI. ContextII.
InnovationIII. Mastering/Climbing the
Value-added LadderIV. Talent (50)V.
Leadership
261
11. Re-imagine Leadership for Totally Screwed-Up
Times The Passion Imperative.
262
Create a Cause!
263
G.H. Create a cause, not a business.
264
Find em!
265
Leaders do people. Period. Anon.
266
Make It a Grand Adventure!
267
The role of the Director is to create a space
where the actor or actress can become more than
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
268
Live Your Story!
269
Im always stopping by our stores at least 25
a week. Im also in other places Home Depot,
Whole Foods, Crate Barrel. I try to be a
sponge to pick up as much as I can. Howard
SchultzSource Fortune, Secrets of
Greatness, 0320.2006
270
Demand Action!
271
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
272
Try It!
273
Sams Secret 1!
274
Cherish Realism!
275
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
276
Dispense Enthusiasm!
277
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
278
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
279
A leader is a dealer in hope.Napoleon
280
A man without a smiling face must not open a
shop. Chinese ProverbCourtesy Tom Morris,
The Art of Achievement
281
Keep It Simple!
282
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
283
Avoid Moderation!
284
Kevin Roberts Credo1.
Ready. Fire! Aim.2. If it aint broke ... Break
it!3. Hire crazies.4. Ask dumb questions.5.
Pursue failure.6. Lead, follow ... or get out of
the way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
285
Avoid Moderation!
286
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
287
Free the Lunatic Within!
288
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
289
!
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