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Title: The Challenge: To Create More Value in All Negotiations Author: Conflict Management, Inc. Last modified by: Valued Customer Created Date – PowerPoint PPT presentation

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


1
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
2
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part six (of 7)leadership!19 October
2007
3
THE MASTER PRESENTATION
There are about 3,500 slides in this 7-part
Master Presentation. The first six chapters
are indeed meant add up to a logical, linear
argument. Part I is context. Part II is devoted
entirely to innovationthe sine qua non, as
perhaps never before, of survival. In earlier
incarnations of the master, innovation
stuff was scattered throughout the
presentationnow it is front and center and a
stand-alone. Part III is a variation on the
innovation themebut it is organized to examine
the imperative (for most everyone in the
developed world) of an ultra high value-added
strategy. A value-added ladder (the ladder
configuration lifted with gratitude from Joe Pine
and Jim Gilmores Experience Economy) lays out a
specific logic for necessarily leaving
commodity-like goods and services in the dust.
Part IV argues that in this age of
micro-marketing there are two macro-markets of
astounding size that are dramatically
under-attended by all but a few namely women and
boomers-geezers. Part V underpins the overall
argument with the necessary bedrockTalent, with
brief consideration of Education Healthcare.
Part VI examines Leadership for turbulent times
from several angles. Despite the logical
argument, I think youd be better off if you
thought of all this as I doan ENCYCLOPEDIA OF
IDEAS. Various riffs are attached throughout
which, though not perfect fits, serve my purpose
as meat from which I cobble together a finance
presentation in Bahrain or a health-services
lecture in Virginia. For example, the day I
wrote this I spoke to an association made up of
independent middle-size companies. I led off with
a new section on the place for and power of
middle-sized firms in general, featuring the
German Mittelstandwhich is the basis for that
countrys surprise ranking as the worlds 1
exporter. These agile players, residing in the
ultimate high-wage nation, tend to own a niche
courtesy astoundingly high-value-added products.
This Mittelstand opener does not fit in the
Master in a tidy fashion, but I want it to be
available for future use and it works pretty well
in the overall innovation argumenthence its
landing in Part II. The placement is not bad, but
the point is that this idea is now available to
meand youin my encyclopedia. And there you
have it! 19 October 2007
4
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part one (of 7)all you need to
know(dwelling on the obvious)not your
fathers worldintroduction to excellence.
5
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellencepart
two (of 7)innovate.Or.Die.
6
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMaster/Excellence.
Always./part THREE (of 7)up, up, up, up
the value added ladder (solutions-experiences-
dreams-lovemarks)
7
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMaster/Excellence.
Always./part FOUR (of 7)new
Markets(Stupendous Opportunity)
8
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellence.
Always.part FIVE (of 7)people!(Brand you.
Talent. Health. Education.)
9
NOTE To appreciate this presentation, you need
Microsoft fonts Showcard Gothic, Ravie,
Chiller and VerdanaMasterExcellencepart
Seven (of 7)excellence.summaries.Lists.
10
Tom Peters X25EXCELLENCE.
ALWAYS.MASTER/Part SIXIn Search of
Excellence 1982-2007
11
NOTE The gray slides (like this one)
throughout are explanatory notes not found in my
regular presentations.
12
Part six
13
Slides at tompeters.com
14
Welcome to Tom Peters
PowerPoint World! Beyond the set of slides
here, you will find at tompeters.com the last
eight years of presentations, a basketful of
Special Presentations, and, above all, Toms
constantly updated Master Presentationfrom which
most of the slides in this presentation are
drawn. There are about 3,500 slides in the 7-part
Master Presentation. The first five chapters
constitute the main argument Part I is context.
Part II is devoted entirely to innovationthe
sine qua non, as perhaps never before, of
survival. In earlier incarnations of the
master, innovation stuff was scattered
throughout the presentationnow it is front and
center and a stand-alone. Part III is a
variation on the innovation themebut it is
organized to examine the imperative (for most
everyone in the developed-emerging world) of an
ultra high value-added strategy. A value-added
ladder (the ladder configuration lifted with
gratitude from Joe Pine and Jim Gilmores
Experience Economy) lays out a specific logic for
necessarily leaving commodity-like goods and
services in the dust. Part IV argues that in
this age of micro-marketing there are two
macro-markets of astounding size that are
dramatically under-attended by all but a few
namely women and boomers-geezers. Part V
underpins the overall argument with the necessary
bedrockTalent, with brief consideration of
Education Healthcare. Part VI examines
Leadership for turbulent times from several
angles. Part VII is a collection of a dozen
Listssuch as Toms Irreducible 209, 209
things Ive learned along the way. Enjoy!
Download! Stealthats the whole point!
15
EXCELLENCE. BEDROCK.LEADERSHIP.L23. 10Ps.
12Ps. 7Es. 1E. GRANT-NELSON. MBWA. L50.
16
X25 Not a damn thing has changed! (e.g.
leadership 2007 leadership 2007 BC
17
EXCELLENCE. THE LEADERSHIP23.
18
Leadership23/ML1.
Enthusiasm. Energy. Exuberance.2. Action.
Execution.3. Tempo. Metabolism.4.
Relentless.5. Master of Plan B.6.
Accountability.7. Meritocracy.8. Leaders do
people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.
19
Leadership23/ML13.
Legacy.14. Best story wins.15. On the edge.
(Wildest chimera of a moonstruck
mind.) 16. Reward excellent failures. Punish
mediocre successes.17. Different gt Better.
(Only ones who do what we do.)18. MBWA.
Customer MBWA.19. Laughs.20. Repot. Curiosity.
Why?21. You Calendar. To Dont. Two.22.
Excellence. Always. 23. Nelsonian! (Other
admirals more afraid of losing than anxious
to win.)
20
EXCELLENCE. BEDROCK.LEADERSHIP.10Ps.
21
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
22
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
23
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)
24
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
25
Leader Job OnePaint Portraits of Excellence!
26
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
27
No leader sets out to be a leader per se, but
rather to express him- or herself freely and
fully. That is, leaders have no interest in
proving themselves, but an abiding interest in
expressing themselves. Warren Bennis, On
Becoming a Leader
28
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
29
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
30
BZ I am a Dispenser of Enthusiasm!
31
Charles Handy on the Alchemists Passion was
what drove these people, passion for their
product, passion for their cause. If you care
enough, you will find out what you need to know.
Or you will experiment and not worry if the
experiment goes wrong. Passion as the secret to
learning is an odd secret to propose, but I
believe that it works at all levels and at all
ages. Sadly, passion is not a word often heard
in the elephant organizations, nor in schools,
where it can seem disruptive.
32
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
33
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
34
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
35
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
36
25
37
Mark McCormack 5,000 miles for a 5 min. meeting!
38
Its always showtime. David DAlessandro,
Career Warfare
39
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
40
You must be the change you wish to see in the
world.Gandhi
41
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
42
Questions What do others think of you? Are you
sure? What do you think of you? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What are the little things you
(perhaps unconsciously) do that cause people to
shrivelor blossom? Are you sure? What do you
want? Are you sure? Are you aware of your
changing moods? Are you sure? How fragile is
your ego? Are you sure? Do you have a true
confidant? Are you sure? Do you perform brief
or not-so-brief self-assessments? Do you talk
too much? Are you sure? Do you know how to
listen? Are you sure? Do you listen? Are you
sure? What is your style of hashing things
out? Are you perceived as (a) arrogant, (b)
abrasive (c) attentive, (d) genuinely interested
in people, (e) etc? Are you sure? Are you
flexible? Have you changed your mind about
anything important in a while? Are you
comfortable-uncomfortable with folks on the front
line? Do you think youre in touch with the
pulse of things around here? Are You Sure?
Are you too emotional/intuitive? Are you too
unemotional/rational? Do you spend much time
with people who are new to you? Do you think
questions like this are so much BS?
43
EnthusiasmEnergyExuberanceVoracious
CuriosityIrritability/Dis-satisfactionRelentless
nessSelf-relianceCloser (Execution)excellence

44
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
45
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
46
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
47
incredible power of endurance political
colleague, on Nicolas Sarkozy, repeatedly written
off by the public and the celestial powers of
French politics (FT, 0515.07)
48
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
49
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES. PEOPLE.potent.Positive.
50
Danger S.I.O. (Strategic Initiative Overload)
51
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
52
Really Important Stuff Rogers Rule of Three!
53
JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(Throughout) TALENT JACK!
54
Dennis, you need a To-dont List !
55
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
56
Message clarity CALENDAR MBWA Language
Perceived INTENSITY/ENTHUSIASM/ ENERGY
Concrete-Visible support Prototypes Tolerance
for Failure/Good losses Promotions Tempo
Resilience Celebration Perceived
RELENTLESSNESS Training
57
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
58
Leaders do people. Period. Anon.
59
Leaders SERVE people. Period. Anon.
60
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
61
Officers eat last!
62
Leaderships 11th P
Promotion
63
2 per Year/ 20 per Decade Excellence Legacy
64
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
65
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!
66
Stay Hungry. Stay Foolish. Steve Jobs
67
"The reasonable man adapts himself to the world.
The unreasonable one persists in trying to adapt
the world to himself. Therefore, all progress
depends upon the unreasonable man. GB Shaw,
Man and Superman The Revolutionists'
Handbook.
68
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
69
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
70
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
71
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
72
One who does less than he can is a thief.
Gandhi
73
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PRIORITIES.PEOPLE. Potent.Positive.
74
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
75
On NELSON other admirals more frightened of
losing than anxious to win
76
Parcells thought that Taylors size and speed
were closer to the beginning than the end of the
explanation. The difference was Taylors
peculiar energy and mind relentless, manic, with
grandiose ambitions and private standards of
performance. Parcells believed that even in the
NFL a lot of players were more concerned with
seeming to want to win than with actual winning,
and that many of them did not know the
difference. What they wanted, deep down, was to
keep their jobs, make their money, and go home.
Lawrence Taylor wanted to win. He expected more
of himself on the field than any coach would dare
to ask of any player. Michael Lewis, The
Blind Side
77
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
78
The 7Es
79
Exuberance! Energy!Empathy!Engagement!Empowerm
ent!Execution!Excellence!
80
The 1E
81
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)
82
Ger-on-i-mo!
83
"Life is not a journey to the grave with the
intention of arriving safely in one pretty and
well preserved piece, but to skid across the line
broadside, thoroughly used up, worn out, leaking
oil, shouting GERONIMO! Bill McKenna,
professional motorcycle racer (Cycle magazine
02.1982)
84
EXCELLE ALWAYS.
85
EXCELLENCE. BEDROCK.LEADERSHIP.12 Ps. Tom
Peters/04.18.2007
86
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
87
21st-century Leadership Bunkum
88
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
89
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)
90
If you want to build a ship, dont gather
people together to collect wood ,and dont assign
them tasks and work, but instead teach them to
long for the sea. Antoine de Saint-Exupery
(The Little Prince)
91
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
92
USNWR What traits do successful activists
share?Studs Terkel, age 91 They have hope,
and they imbue others with hope.
93
Management has a lot to do with answers.
Leadership is a function of questions. And the
first question for a leader always is Who do we
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
94
Ah, kids What is your vision for the future?
What have you accomplished since your first
book? Close your eyes and imagine me
immediately doing something about what youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
95
Leader Job OnePaint Portraits of Excellence!
96
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
97
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
98
Enthusiasm, the ultimate virus.
99
Q If it were your 100K lifes savings and my
100K, what sort of Waiters would we be looking
for?A Enthusiasts!!!!!!!!!!
100
BZ I am a Dispenser of Enthusiasm!
101
Whenever anything is being accomplished, I have
learned, it is being done by a monomaniac with a
mission. Peter Drucker
102
Never apologize for showing feeling. When you
so, you apologize for the truth. Disraeli
103
The eloquent man is he who is no beautiful
speaker, but who is inwardly and desperately
drunk with a certain belief. Ralph Waldo Emerson
104
the wildest chimera of a moonstruck mind The
Federalist on TJs Louisiana Purchase
105
A man without a smiling face must not open a
shop. Chinese Proverb
106
?
107
EX-UB-ER-ANCE!
108
Exuberance The Passion for Life, by Kay Redfield
Jamison I believe exuberance is incomparably
more important than we acknowledge. If, as has
been claimed, enthusiasm finds the opportunities
and energy makes the most of them, a mood of mind
that yokes the two of them is formidable
indeed. The Greeks bequeathed to us one of
the most beautiful words in our languagethe
word enthusiasmen theosa god within. The
grandeur of human actions is measured by the
inspiration from which they spring. Happy is he
who bears a god within, and who obeys it.Louis
Pasteur Exuberance is, at its quick,
contagious. As it spreads pell-mell through a
group, exuberance excites, it delights, and it
dispels tension. It alerts the group to change
and possibility.
109
Exuberance The Passion for Life, by Kay Redfield
Jamison A leader is someone who creates
infectious enthusiasm.Ted Turner Glorious
was a term John Muir would invoke time and
again despite his conscious attempts to
eradicate it from his writing. Glorious and
joy and exhilaration no matter how often he
scratched out these words once he had written
them, they sprang up time and again To meet
Roosevelt, said Churchill, with all his buoyant
sparkle, his iridescence, was like opening a
bottle of champagne. Churchill, who knew both
champagne and human nature, recognized ebullient
leadership when he saw it.
110
Exuberance The Passion for Life, by Kay Redfield
Jamison At a time of weakness and mounting
despair in the democratic world, Roosevelt stood
out by his astonishing appetite for life and by
his apparently complete freedom from fear of the
future as a man who welcomed the future eagerly
as such, and conveyed the feeling that whatever
the times might bring, all would be grist to his
mill, nothing would be too formidable or crushing
to be subdued. He had unheard of energy and gusto
and was a spontaneous, optimistic,
pleasure-loving ruler with unparalleled capacity
for creating confidence.Isaiah Berlin on FDR
111
Exuberance The Passion for Life, by Kay Redfield
Jamison Churchill had a very powerful mind,
but a romantic and unquantitative one. If he
thought about a course of action long enough, if
he achieved it alone in his own inner
consciousness and desired it passionately, he
convinced himself it must be possible. Then, with
incomparable invention, eloquence and high
spirits, he set out to convince everyone else
that it was not only possible, but the only
course of action open to man.C.P. Snow We
are all worms. But I do believe that I am a
glow-worm.Churchill on Churchill The
multitudes were swept forward till their pace was
the same as his.Churchill on T.E. Lawrence He
brought back a real joy to music.Wynton
Marsalis on Louis Armstrong
112
Insanely great
113
Charles Handy on the Alchemists Passion was
what drove these people, passion for their
product, passion for their cause. If you care
enough, you will find out what you need to know.
Or you will experiment and not worry if the
experiment goes wrong. Passion as the secret to
learning is an odd secret to propose, but I
believe that it works at all levels and at all
ages. Sadly, passion is not a word often heard
in the elephant organizations, nor in schools,
where it can seem disruptive.
114
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
115
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
116
Leaders-Teachers Do Not Transform People!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a
luxuriant portfolio of meaningful opportunities
(projects) which (3) allow people to fully (and
safely, mostlycaveat they dont engage unless
theyre mad about something) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams,
assisted by an extensive self-constructed
network) by which those people (5) go to-create
places they (and their mentors-teachers-leaders)
had never dreamed existed and then the
leaders-mentors-teachers (6) applaud like hell,
stage photo-ops, and ring the church bells 100
times to commemorate the bravery of their
followers explorations!
117
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.
118
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
119
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
120
Why in the World did you go to Siberia?
121
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
122
Hard Is SoftSoft Is Hard
123
Hard (s) Is Soft Soft (people) Is Hard
124
Hard (s /Strategy/budgets/plans marketing)
Is Soft soft (people/Customers/
relationships/culture/execution) Is Hard
125
Henry strategic Planning Ha HaLarry/Ram the
important bit doing it
126
What makes God laugh?
127
People making plans!
128
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the attitude
and behaviors of hundreds of thousands of people
is very, very hard. Yet I came to see in my
time at IBM that culture isnt just one aspect of
the gameit is the game. Lou Gerstner, Who
Says Elephants Cant Dance
129
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
130
Jims Group
131
Basement Systems Inc./ Seymour CT
132
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Potent.Positive.
133
25
134
MBWA5,000 miles for a 5-minute face-to-face
meeting (courtesy super-agent Mark McCormick)
135
MBWA, Grameen Style!Conventional banks ask
their clients to come to their office. Its a
terrifying place for the poor and illiterate.
The entire Grameen Bank system runs on the
principle that people should not come to the
bank, the bank should go to the people. If any
staff member is seen in the office, it should be
taken as a violation of the rules of the Grameen
Bank. It is essential that those setting up a
new village Branch have no office and no place
to stay. The reason is to make us as different as
possible from government officials. Source
Muhammad Yunus, Banker to the Poor
136
Its always showtime. David DAlessandro,
Career Warfare
137
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
138
You must be the change you wish to see in the
world.Gandhi
139
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
140
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
141
Questions What do others think of you? Are you
sure? What do you think of you? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What are the little things you
(perhaps unconsciously) do that cause people to
shrivelor blossom? Are you sure? What do you
want? Are you sure? Are you aware of your
changing moods? Are you sure? How fragile is
your ego? Are you sure? Do you have a true
confidant? Are you sure? Do you perform brief
or not-so-brief self-assessments? Do you talk
too much? Are you sure? Do you know how to
listen? Are you sure? Do you listen? Are you
sure? What is your style of hashing things
out? Are you perceived as (a) arrogant, (b)
abrasive (c) attentive, (d) genuinely interested
in people, (e) etc? Are you sure? Are you
flexible? Have you changed your mind about
anything important in a while? Are you
comfortable-uncomfortable with folks on the front
line? Do you think youre in touch with the
pulse of things around here? Are You Sure?
Are you too emotional/intuitive? Are you too
unemotional/rational? Do you spend much time
with people who are new to you? Do you think
questions like this are so much BS?
142
EnthusiasmEnergyExuberanceVoracious
CuriosityIrritability/Dis-satisfactionRelentless
nessSelf-relianceCloser (Execution)excellence

143
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
144
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
145
The Jim Jeffords oversight!
146
I wasnt bowled over by David Boies
intelligence What impressed me was that when he
asked a question, he waited for an answer. He not
only listened, he made me feel like I was the
only person in the room. Lawyer Kevin _____, on
his first, inadvertent meeting with David Boies,
from Marshall Goldsmith, The One Skill That
Separates, Fast Company
147
Personal
148
What I LearnedHWBjr Excellence,
Accountability, Initiative, K.I.S.S., Leader
LoveDick Empowerment, Entrepreneurship,
Challenge, Execution (Project gt Paper),
Accountability, MBWA, K.I.S.S., Fanatic
Customer-centrism (CustomergtCommand,
MarinesgtRegiment), Leader Love, Output,
DogtBeNameless Tangible vs Palpable
(Bureaucracy, Control, Tight Leashes,
Command-centric, Demoralization, Paper gt Project,
Product Paper, K.I.C.S.)
149
What I LearnedBen Decency, Soft Power, Fanatic
Customer-centrism (DogtBe)Walter Fanatic
Mission-centrism, Soft Power, Relationship-managem
ent, Execution, Accountability, Early to Bed
Bob PosgtNeg/Recognition, K.I.S.S., The Way of
the Demo (Execution), Hero-building,
Mission-centrism, DogtBeBill
De-centralization, Recognition, Support-staff
Centrism, Measurement (K.I.S.S.), Soft Power
(Paint n Pride), Rapid Culture Change
150
Personal
151
4/40
152
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
153
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
154
End Personal
155
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
156
Pissed Off As in Im pissed off and Im
not gonna take it any more Innovation Stems
from Irritation (Re-imagining Results from
Rage)
157
Pissed Off As in Im pissed off and Im
not gonna take it any more Innovation Stems
from Irritation (Re-imagining Results from
Rage)
158
Dreaming, necessary, or not? TP, personal
dream concrete, practical imaginings about
the opposite of things that piss me off (TP
advantages low boiling point, long memory,
dogged determination)
159
Michael Porter Ive been thinking TP Im
mad as hell, and Im not going to take it anymore
160
InnovationGet mad. Start Doing something about
it. Now.
161
F(Anger/Passion) gtgtgtgt f(Pushback from Threatened
Fat-cats Bureau-crats)
162
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
163
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.
Michael Schrage, Serious Play
164
SERIOUS PLAY
165
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.
166
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
167
S.A.V.
168
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
169
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
170
Fail faster. Succeed Sooner.David
Kelley/IDEO
171
You miss 100 of the shots you never take.
Wayne Gretzky
172
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
173
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
174
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
175
incredible power of endurance political
colleague, on Nicolas Sarkozy, repeatedly written
off by the public and the celestial powers of
French politics (FT, 0515.07)
176
We eat change for breakfast! Harry Quadracci,
QuadGraphics
177
Success Elizabeth Cady Stanton
(1815-1902), Lucretia Mott, Martha Wright, Mary
Ann McClintock, Jane Hunt (07.13.1848/Seneca
falls, ny) 72 years, 1 month, 5 days
(08.18.1920/nashville, tn)
178
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
179
The most successful people are those who are
good at plan B. James Yorke, mathematician,
on chaos theory in The New Scientist
180
Re-lent-less
181
252,50063485,000,0002,500,00015
182
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
183
Leaders Understand Brand Talent.
184
Leaders do people. Period. Anon.
185
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
186
PARCs Bob Taylor Connoisseur of Talent
187
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
188
Hire up!Source Doris Kearns Goodwin, Team of
Rivals
189
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
190
lt CAPEXgt People!
191
TP How to piss away 500,000 in one easy
lesson!!
192
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.
193
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
194
Leaders SERVE people. Period. Anon.
195
Servant Leadership/Robert Greenleaf 1. Do
those served grow as persons? 2. Do they,
while being served, become healthier wiser,
freer, more autonomous, more likely themselves to
become servants?
196
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
197
Dont belittle! OD Consultant
198
  • 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

199
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
200
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
201
The Union senior officers rode past the
Confederates smugly without any sign of
recognition except by one. When General Grant
reached the line of ragged, filthy, bloody,
despairing prisoners strung out on each side of
the bridge, he lifted his hat and held it over
his head until he passed the last man of that
living funeral cortege. He was the only officer
in that whole train who recognized us as being on
the face of the earth. quote within a quote
from diary of a Confederate soldier
202
Sorry, Ive got to gothe HR people get on me if
I dont go do my shake hands-chat up duty
president, large division of large company in
the _______ industry
203
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
204
Officers eat last!
205
Leaderships 13th P
Promotion
206
William Donald SchaeferMayor of Baltimore He
Cared.
207
Leaderships 13th P
Promotion
208
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
209
Everyone studies the brigadier general promotion
list like tarot cardswho makes it, who doesnt.
It communicates what qualities are valued and
not valued. Colonel, unidentified, from
Challenging the Generals, Sunday Times
Magazine, 0826.07
210
Signaling change.Signaling culture change. Or
status quo.Tool 1.Promotion.
211
2 per Year/ 20 per Decade Excellence Legacy
212
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
213
We become who we hang out with
214
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
215
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
216
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
217
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.)
218
Normal o for 800
219
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
220
Keep Austin Weird
221
Companies like Motorola need cash to innovate,
not just to set buybacks in motion. BW, 0409.07
222
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
223
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
224
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!
225
The Re-imagineers Credo or, Pity the Poor
BrownTechnicolor Times demand Technicolor
Leaders and Boards who recruit Technicolor
People who are then sent on Technicolor
Quests to execute Technicolor (WOW!) Projects
in partnership with Technicolor Customers
and Technicolor Suppliers all in pursuit of
Technicolor Goals and Aspirations fit for
Technicolor Times.WSC
226
"The reasonable man adapts himself to the world.
The unreasonable one persists in trying to adapt
the world to himself. Therefore, all progress
depends upon the unreasonable man. GB Shaw,
Man and Superman The Revolutionists'
Handbook.
227
Never doubt that a small group of committed
people can change the world. Indeed it is the
only thing that ever has. Margaret Mead
228
eliot 7
229
Do one thing every day that scares you.
Eleanor Roosevelt
230
If I had any epitaph that I would rather have
more than any other, it would be to say that I
had disturbed the sleep of my generation.
Adlai Stevenson
231
In Toms world, its always better to try a swan
dive and deliver a colossal belly flop than to
step timidly off the board while holding your
nose. Fast Company /October2003
232
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
233
On NELSON other admirals more frightened of
losing than anxious to win
234
??? Redux Quiet, humble He was a bully, a
braggart, and a rebel with a big chip on his
shoulder. They would never have made it without
him. Time, 0507.07, on Capt John Smith and the
400th anniversary of Jamestown
235
Quiet, Humble Unrelenting ambitionAvid
pursuit of wealthCharismaticSource David
Stewart, The Summer of 1787
236
Our whole story is growing revenue. Vernon
Hill (Top-line driven standard is bottom-line
driven by cost cutting)
237
The Commerce Bank Modelcost cutting is a death
spiral.Source Fans! Not customers. How
Commerce Bank Created a Super-growth Business in
a No-growth Industry, Vernon Hill Bob Andelman
238
P R C
239
PURPOSE.PASSION.Potential.Presence.Personal.
pissed off. Playful.PERSISTENCE.PEOPLE.
Peculiar.Potent.Positive.
240
The 1E
241
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)
242
Hire Great People (Resilient, Passionate) Try
a Lot of Stuff (S.A.V./R.F.A.)aCCEPT NO LESS
THAN EXCELLENCE/PURSUE Wow!enjoy It While It
Lasts
243
"Life is not a journey to the grave with the
intention of arriving safely in one pretty and
well preserved piece, but to skid across the line
broadside, thoroughly used up, worn out, leaking
oil, shouting GERONIMO! Bill McKenna,
professional motorcycle racer (Cycle magazine
02.1982)
244
Ger-on-i-mo!
245
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
246
EXCELLENCE. BEDROCK.LEADERSHIP.NELSON.GRANT.
247
NELSON
248
On NELSON other admirals more frightened of
losing than anxious to win
249
The Nelson
Bakers Dozen 1. Simple-clear scheme (Plan)
(Not wildly imaginative) (Patton A good plan
executed with vigor right now tops a perfect
plan executed next week.)2. SOARING/BOLD/CLEAR/U
NEQUIVOCAL/WORTHY/NOBLE/INSPIRING
GOAL/MISSION/PURPOSE/QUEST3.
Conversation Engagement of All Leaders4.
Leeway for Leaders Select the Best/Dip
Deep/Initiative demanded/Accountability
swift/Micromanagement absent5. LED BY LOVE
(Lambert), NOT AUTHORITY (Identify with
sailors!)6. Instinct/Seize the
Moment/Impetuosity (Boyds OODA Loops React
more quickly than opponent, destroy his
world view)7. VIGOR! (Zander leader as
Dispenser of Enthusiasm)8. Peerless Basic
Skills/Mastery of Craft (Seamanship)9.
Workaholic! (Duty first, second, and third)10.
LEAD BY CONFIDENT DETERMINED CONTINUOUS
VISIBLE EXAMPLE (In Harms Way) (Gandhi
You must be the change you wish to see in the
world/ Giuliani Show up!)11. Genius
(Transform the world to conform to their ideas,
Triumph over rules) (Gandhi,
Lee-Singapore) , not Greatness (Make the most of
their world) 12. Luck! (Right time, right
place survivor) (Lucky Eagle vs Bold
Eagle) 13. Others principal shortcoming
ADMIRALS MORE FRIGHTENED OF LOSING THAN
ANXIOUS TO WIN Source Andrew Lambert, Nelson
Britannias God of War
250
Nelsons Way A Bakers
Dozen/Short 1. Simple scheme. 2. Noble
purpose! 3. Engage others. 4. Find great talent,
let it soar! 5. Lead by Love! 6. Trust your gut,
not the focus group Seize the Moment! 7. Vigor!
8. Master your craft. 9. Work harder than the
next person. 10. Show the way, walk the talk,
exude confidence! Start a Passion
Epidemic! 11. Change the rules Create your own
game! 12. Shake of the pain, get back up off the
ground, the timing may well be right
tomorrow! (E.g., Get lucky!) 13. By hook or by
crook, quash your fear of failure, savor your
quirkiness and participate fully in the
fray! Source Andrew Lambert, Nelson
Britannias God of War
251
He above all encouraged (and prepared) his
subordinates to seize the initiative whenever
necessary, particularly in the fog of war and
the men who served under him knew what he
expected. Jay Tolson, on The Nelson Touch,
The Battle That Changed The World
252
tireless self-promoter, sought hero status,
sought patronage suck up guts, courage,
master of his craft passion for pleasures of
the flesh, driven by duty, obsessed (no
work-life balance) autocratic, dictatorial
team player, practitioner of participative
management 200 years before it was popularized,
loved hanging out with the lads mans man,
ladys man diligent manager (e.g., logistics),
powerfully inspirational, spiritual, passionate
ambitious, aggressive, confident, impulsive,
rarely cautious or circumspect, risk-taker
emotional, spiritual, expressed feelings openly,
classless, fair, self-sacrificing, encouraging,
optimistic unconventional, did not get along
well with superiors xenophobic, immodest,
impatient, intolerant, imprudent in public and in
private led from the front, zeal for action,
despair over bureaucrats (I hate the pen and ink
men), lucky Stephanie Jones Jonathan
Gosling, Nelsons Way Leadership Lessons from
the Great Commander
253
FisherismsDo right and damn the
odds.Stagnation is the curse of life.The best
is the cheapest.Emotion can sway the world.Mad
things come off.Haste in all things.Any fool
can obey orders.History is a record of exploded
ideas. Life is phrases.Source Jan Morris,
Fishers Face, Or, Getting to Know the Admiral
254
extraordinary arrogance, superciliousness,
humor, kindness, effrontery Jan Morris on Lord
Admiral Jack Fisher, Fishers Face, Or, Getting
to Know the Admiral
255
GRANT
256
almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
257
GRANT Simplicity and clarity (written orders,
view of movement) Action-action-action (always
forward job only done when 100 done when
the job is done, start the next job) Tactics gtgtgtgt
Strategy (FM Operations is policy HK
We have a strategy its called doing
things.) Movement (perpetual movement, other
guy perpetually off balance and reactive
O.O.D.A. loops--Boyd) Offense (not so good at
defensive battlements) Decency! CBWA (on the
move, no aides) Lean staff (simple form, lean
staff) Unflappable (Fearless) Visual
(mapmaker) Logistician Relentless!!!!!!!!!!!!!!!!!
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! Aut
onomy to Commanders Self-contained Do it with
what he has Antsy Mastery (horsemanship) Western
attitude mimicked boss twice removed (Lincoln)
258
U. S. GrantNo
interest in grand strategy.Do the thing until
it is done.Do not over complicate.Do the next
thing.Pleasure in perseverance per se.Not ask
for help or advice.Not complain of difficulties
or ask for more time or resourcesMcClellan
delay plead for more forcesGrant When do I
start? What I want is to
advance.Source Josiah Bunting, Ulysses S.
Grant
259
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
260
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
261
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.
Jean Edward Smith/GRANT
262
recognized the value of momentum throw
opponent off balance blitzkrieg traveling
light headquarters in the saddle Jean Edward
Smith/GRANT
263
"The art of war is simple enough. Find out where
your enemy is. Get at him as soon as you can.
Strike at him as hard as you can and as often as
you can, and keep moving on." Grant, courtesy
Richard Cauley at tompeters.com (original source
unknown)
264
The art of war does not require complicated
maneuvers the simplest are the best, and common
sense is fundamental. From which one might wonder
how it is generals make blunders it is because
they try to be clever. Napoleon on Simplicity,
from Napoleon on Project Management by Jerry
Manas
265
The only way to whip an army is to go out and
fight it. GrantSource John Mosier, Grant
266
CWVA to MBWA In these days of telegraph and
steam I can command while traveling and visiting
about. U.S. GrantManaging by wandering
around HP circa 1980Source Ulysses S. Grant,
by Geoffrey Perret
267
The Union senior officers rode past the
Confederates smugly without any sign of
recognition except by one. When General Grant
reached the line of ragged, filthy, bloody,
despairing prisoners strung out on each side of
the bridge, he lifted his hat and held it over
his head until he passed the last man of that
living funeral cortege. He was the only officer
in that whole train who recognized us as being on
the face of the earth. quote within a quote
from diary of a Confederate soldier
268
TPs take Intuition takes precedence (listen
attentively but act on intuition) Move today gt
perfect plan tomorrow subsequent Patton line
Great advant
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