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Title: LONG Tom Peters


1
LONGTom PetersEXCELLENCE.
ALWAYS.Istanbul/17October2006
2
Slides at tompeters.com
3
The Irreducible209/Words/The Sales122/
60TIBs/Tom-A-to, Tom-ah-to
4
A frustrated participant at a seminar for
investment bankers in Mauritius listened
impatiently to my explanation of differences of
opinion among me, Mike Porter, Gary Hamel, Jim
Collins, etc. Finally, hed had enough. What, if
anything, he asked, do you believe for sure?
I mumbled something, but his query started
rumbling around in my mind. Three days later,
wandering on a Sunday in London, the idea of the
irreducibles occurred to meand I started
jotting down notes on stuff I do indeed believe
for sure. Before I knew it, a few days later,
the list had grown to 209 items. Hence The
Irreducible209 that follows.Tom Peters
5
1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo.
(O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator
1.) (Cant be faked. Good.) 5. Decency. 6.
Hurry. 7. Time out. 8. One matters. 9. Big
change. Short time. (Alt not work.) 10.
Excellence. Always. 11. Passion. Energy. Hustle.
Enthusiasm. Exuberance. (Move mountains. No
alt.) 12. You must care. 13. Emotion. 14. Hard is
soft. (Soft is hard.)
6
EXCELLENCE. ALL YOU NEED TO KNOW.
7
25
8
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
9
Thats a Big Number .
10
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
11
5 (Years) /42 (New Airports)
12
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
13
EXCELLENCE. EVERYWHERE.ASPIRATION.NECESSITY.

14
One Singaporean worker costs as much as
3 in Malaysia 8 in
Thailand 13 in China 18 in
India. Source The Straits Times/2003
15
SpainPortugalItalyIrelandSingapore
TaiwanThailandMalaysiaPolandRussiaUkraineSin
gapore PhilippinesUAEOmanChileBotswanaRomani
aNew ZealandAustraliaGermany
16
THE FUTURE BELONGS TO SMALL POPULATIONS
WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE
THE TEMPTATION OFOR DO NOT HAVE THE OPTION
OFEXPLOITING NATURAL RESOURCES.Source Juan
Enriquez/As the Future Catches You
17
EXCELLENCE. THE MANDATE.
18
If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
19
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
20
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
21
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors significantly underperformed
the market just 2 (2), GE Kodak,
outperformed the market from 1917 to 1987.SP
500 from 1957 to 1997 74 members of the Class of
57 were alive in 97 12 (2.4) of 500
outperformed the market from 1957 to
1997.Source Dick Foster Sarah Kaplan,
Creative Destruction Why Companies That Are
Built to Last Underperform the Market
22
Flat as a Pancake (Or Worse)WalMart Dell
Intel Home Depot Microsoft GE
23
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
24
C.E.O. to C.D.O.
25
(Practical) Implication?Go for it! (Why
notalternative is slow death, at best)
26
EXCELLENCE. STARTERS.BASICS.K.I.S.S.
27
Radio City Music HallSeptember 2005
28
Franchise Lost! TP How many of you 600
really crave a new Chevy?
29
Ford, GM and Chrysler do not just make cars
expensively they make bad cars expensively.
Investec analyst, International Herald, 0805.06
30
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?
31
People.Product.Clients.Execution.Enthusiasm.E
xcellence.
32
To me business isnt about wearing suits or
pleasing stockholders. Its about being true to
yourself, your ideas and focusing on the
essentials. Richard Branson
33
BASICSK.I.S.S.
34
People.Product.Clients.Execution.Enthusiasm.E
xcellence.Resilience.
35
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
36
BASICSK.I.S.S.
37
People.Product.Clients.Execution.Enthusiasm.E
xcellence.Resilience.Relentlessness.
38
Success seems to be largely a matter of hanging
on after others have let go. William Feather,
author (c.f. Woody Allen 90 of success is
showing up.)
39
BASICSK.I.S.S.
40
People.Product.Clients.Execution.Enthusiasm.E
xcellence.Resilience.Relentlessness. Senility.

41
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
42
EXCELLENCE. STARTERS.BASICS.K.I.S.S.
43
MBA-On-A-Single-SlideP R - C
44
CROChief Revenue Officer
45
Analysts preferred cost cutting, as long as
they could see two or three years of EPS growth.
I preached revenue and the analysts eyes would
glaze over. Now revenue is in because so many
got caught, and earnings went to hell. They said,
Oh my gosh, you need revenues to grow earnings
over time. Well, Duh! Dick Kovacevich, Wells
Fargo
46
EXCELLENCE. THE WORD.
47
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
48
EXCELLENCE. GAMECHANGER.
49
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
50
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Forbes/Excellence Index /Basket of 32
publicly traded stocks
51
EXCELLENCE. ASPIRATION.
52
Why in the world did you go to Siberia?
53
Business (at its excellent best) can be An
emotional, vital, audacious, innovative, joyful,
frightening, risky, creative, entrepreneurial
endeavor that breathes life fire into our work
life elicits maximum concerted human
potential in the wholehearted effort to help
others employees, clients, suppliers,
communities, owners, temporary partners succeed
profit imagine reach places theyd never
dreamed they could go.
54
To me business isnt about wearing suits or
pleasing stockholders. Its about being true to
yourself, your ideas and focusing on the
essentials. Richard Branson
55
In-sane-ly-great
56
EXCELLENCE. HTSH.
57
HTSH/Hands That Shape Humanity Engage!Commit!
Engage! Try! Fail! Get up! Try again! Fail again!
Try again! But never, ever stop moving on!
Progress for humanity is engendered by those who
join and savor the fray by giving one hundred
percent of themselves to their dreams! Not by
those timid souls who remain glued to the
sidelines, stifled by tradition, and fearful of
losing face or giving offense to the reigning
authorities.Key words Commit! Engage! Try!
Fail! Persist!HTST/Hands That Shape Humanity,
Tom Peters contribution to a Bishop Tutu
Foundation exhibit
58
EXCELLENCE. DEFINED.
59
Great Companies SET THE AGENDA. (PERIOD.)
disturb the sleep of
60
TP1 Netscape!Where would you rather have
worked for those 5 years, Netscape or
IBM-HP-Microsoft-Oracle? (Where, 25 years from
now, would you rather to be able to tell
someonee.g., grandchildthat you worked?)
61
EXCELLENCE.ASPIRATION. YOU ME.
62
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
63
EXCELLENCE. ALWAYS.ONE PERSON.DRAMATIC
DIFFERENCE..
64
Muhammad YunusBanker to the Poor/Father of
microlending/2006 nobel peace prize winner
65
Its not people who arent credit-worthy. Its
banks that arent people worthy.Muhammad Yunus
66
Grameen Bank/BangladeshTypical 1st loan
15.98 recovery rate94 to women1/3rd out
of poverty 1/3rd up to non-poverty
thresholdMuhammad Yunus, Banker to the Poor
67
94 of loans to women
68
The Grameen loan is not simply cash. It
becomes a kind of ticket to self-discovery and
self-exploration.Muhammad Yunus
69
EXCELLENCE. INNOVATE. OR. DIE.
70
A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia
71
More than 1 RD spending, last 25 years?
72
GM
73
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo
74
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
75
Theres A and then theres A.
76
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

77
EVERYTHING YOU THOUGHT YOU KNEW ABOUT
INNOVATION IS WRONG
78
The Mess Is the Message! Period!
79
The Mess Is the Message! Period!An Economic
Interpretation of the Constitution of the United
States Charles Beard (1913)The Box How the
Shipping Container Made the World Smaller and the
World Economy Bigger Marc LevinsonTube The
Invention of Television David Marshall Fisher
Empires of Light Edison, Tesla, Westinghouse,
and the Race to Electrify the World Jill
JonnesThe Soul of a New Machine Tracy
KidderRosalind Franklin The Dark Lady of DNA
Brenda MaddoxThe Blitzkrieg Myth John
Mosier
80
Get mad. Do something about it. Now.
81
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
82
InnoTacs
83
We become who we hang out with!
84
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
85
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.)
86
CfaOChief freaks acquisition Officer
87
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
88
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
89
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/2003
90
Find em!
91
Some people look for things that went wrong and
try to fix them. I look for things that went
right, and try to build off them. Bob Stone (Mr
ReGo)
92
Demos! Heroes! Stories!
93
invite em!
94
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
95
send em on a quest!
96
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
97
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.
98
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
99
Concoct a Parallel universe!
100
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
101
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. try it. Try it.
Try it. try it. Try it. Try it. Try it. Try it.
Try it.
102
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
103
You only find oil if you drill wells.
Source The Hunters, by John Masters, Canadian
O G wildcatter
104
drill.
105
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
106
We have a strategic plan. Its called doing
things. Herb Kelleher
107
do things.
108
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
109
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
110
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
111
You miss 100 percent of the shots you never
take. Wayne Gretzky
112
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
113
tolerate encourage? failure
114
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
115
Fail . Forward. Fast.High Tech CEO,
PennsylvaniaFail faster. Succeed
Sooner.David Kelley/IDEO
116
Sams Secret 1!
117
Speed/ Tempo
118
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
119
the FedEx Economy headline/New York
Times/10.08.05
120
Any3 Anything/ Anywhere/ Anytime
121
bet the farm
122
I dont intend to be known as the King of
the Tinkerers. CEO, large financial services
company
123
Immelt is now identifying technologies with
which GE will systematically set out to
build entirely new industries
StrategyBusiness, Fall 2005
124
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
125
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
126
Conscious measurement
127
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/ Profound/
Wow/Game- changer Scale?
128
EXCELLENCE. INNOVATION. REVOLUTION.ORGANIZATIO
N.
129
Excellence The SE22 ORIGINS OF SUSTAINABLE
ENTREPRENEURSHIP
130
EXCELLENCE. VALUE ADDED.UP THE LADDER.
131
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
132
55B
133
Security devices to Turnkey security
solutions (A/C, elevators, DIY, photo shops,
etc, etc)
134
Huge Customer Satisfaction versus Customer
Success
135
Up, Up, Up, Up the Value-added Ladder.
136
The Value-added Ladder/ STUFF N THINGSGoods
Raw Materials
137
The Value-added Ladder/Stuff TRANSACTIONSServ
icesGoods Raw Materials
138
The Value-added Ladder/ OPPORTUNITY-SEEKING
Gamechanging SolutionsServicesGoods Raw
Materials
139
EXCELLENCE.NECESSITY.OPPORTUNITY.
140
Disintermediation is overrated. Those who
fear disintermediation-outsourcing should in fact
be afraid of irrelevance outsourcing is just
another way of saying that youve become
irrelevant to your customers. John
Battelle/Point/Advertising Age/07.05
141
support function / cost center/ overhead
or
142
Are you Rock Stars of the Age of Talent
143
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
144
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)
145
Solutions World The Mega-PSF
146
Big Idea Corporation as Mega-PSF
(Professional Service Firm) Virtual
Collection of Entrepreneurially-minded
Professionals (Talent/Roster)
Creating/Applying Intellectual Capital (Work
Product)
147
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
148
Pointed Point of View!
149
EXCELLENCE. ATTITUDE.TRANSFORMATION.PSF.
150
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/Anon VSE-Spain)
151
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
152
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
153
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him.Harley exec,
quoted in Results-Based Leadership
154
Up, Up, Up, Up the Value-added Ladder.
155
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
156
EXCELLENCE. EXPERIENCE.BONUS.
157
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
158
And You?Stockholm blanket at outside table
(August)
159
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
160
798
161
415/SqFt/WalMart798/SqFt/Whole Foods
162
1/100 Best Companies to Work for/2005
163
Wegmans
164
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
165
EXCELLENCE. 1.
166
Jims Group Jim Penman/Empire Builders/MT
/Jan/Feb 2006/Australia
167
Jims Group Jim Penman. 1984 Jims Mowing.
2006 Jims Group. 2,600 franchisees (Australia,
NZ, UK). Cleaning. Dog washing. Handyman.
Fencing. Paving. Pool care. Etc.People
first. Private. Small staff. Franchisees can
leave at will. 0-1 complaint per year is norm
cut bad ones quickly.Ph.D. cross-cultural
anthropology mowing on the sideSource
MT/Management Today (Australia), Jan-Feb 2006
168
The Missing 900M Will the Boat Sink the Water
The Life of Chinas Peasants Chen Guidi and Wu
Chuntao
169
EXCELLENCE. NO EXCUSES.
170
WallopWalMart16Or Why its so ABSURDLY
EASY to BEAT a GIANT Company
171
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
172
Small Giants Companies That Choose To Be Great
Instead Of Big by Bo Burlingham
173
EXCELLENCE.VALUE-ADDED LADDER III. DREAM
IT.
174
Furniture vs. DreamsWe do not sell furniture
at Domain. We sell dreams. This is accomplished
by addressing the half-formed needs in our
customers heads. By uncovering these needs, we,
in essence, fill in the blanks. We convert
needs into dreams. Sales are the inevitable
result. Judy George, Domain Home Fashions
175
Up, Up, Up, Up the Value-added Ladder.
176
The Value-added Ladder/ EMOTIONDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
177
Dreams Come TrueIBM
178
The (NEW) Value-added LadderDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
179
EXCELLENCE. SOUL.DESIGN.
180
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace. Norio
Ohga
181
Design is treated like a religion at BMW.
Fortune
182
EXCELLENCE.SYSTEMS. DESIGN. K.I.S.S.
183
One bank is currently claiming to leverage
its global footprint to provide effective
financial solutions for its customers by
providing a gateway to diverse markets. Charles
Handy
184
I assume that it is just saying that it is there
to help its customers wherever they are.
Charles Handy
185
EXCELLENCE.SYSTEMS. DESIGN. K.I.S.S.
186
450/8
187
"A business unit strategy should be less than
fifty pages long and should be easy to
understand. Its essence should be describable in
one page ... If you can't describe your strategy
in twenty minutes, simply and in plain language,
you haven't got a plan. Larry Bossidy
188
EXCELLENCE.NEW MARKETS.ENORMOUS.
OPPORTUNITIES.
189
EXCELLENCE. OPPORTUNITY.ENORMOUS.WOMEN.
190
Women are the majority market Fara
Warner/The Power of the Purse
191
Selling to men The TRANSACTION ModelSelling to
Women The RELATIONAL ModelSource Selling
to Men, Selling to Women, Jeffery Tobias Halter
192
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.
193
10. Womens Market Opportunity No. 1.
194
WOMEN. DOMINATE. ECONOMIC. GROWTH.
195
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
196
Since 1970, women have held two out of every
three new jobs created. FT, 10.03.2006
197
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)
198
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
value-added imperatives. Women are better
salespersons than men. Women buy almost
everythingcommercial as well as consumer
goods. So what exactly is the point of men?
199
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
200
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend.
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practiced by a woman. Aude Zieseniss de Thuin,
Financial Times, 10.03.2006
201
EXCELLENCE. OPPORTUNITY.ENORMOUS.BOOMERS.GEEZ
ERS.
202
2000-2010 Stats18-44 -155 21(55-64
47)
203
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
204
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
205
EXCELLENCE.ACTION.
206
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
207
TP/BW on BigCo Sin 1 too much talk, too little
do
208
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
209
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
210
EXCELLENCE. ACTION.ROOTS.
211
EXCELLENCE. 4/40.
212
4/40
213
De-cent-ral-iz-a-tion!
214
If if feels painful and scarythats real
delegation Caspian Woods, small biz owner
215
The True Logic of Decentralization6 divisions
6 tries6 divisions 6 DIFFERENT leaders
6 INDEPENDENT tries Max probability of
win6 divisions 6 very DIFFERENT leaders 6
very INDEPENDENT tries Max probability of
far out/3-sigma winDriver Law of
Large s
216
Ex-e-cu-tion!
217
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
218
Never forget implementation boys. In our work
its what I call the missing 98 percent of the
client puzzle. Al McDonald
219
Ac-count-a-bil-ity!
220
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)
221
615A.M.
222
EXCELLENCE. BEDROCK.TALENT.
223
Hire very good people!
224
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
225
INVITE THEM TO JOIN US IN A JOURNEY TO EXCELLENCE!
226
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
227
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
228
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
229
EMPHASIZE THE SOFT SKILLS.
230
?
231
PUT HR AT THE HEAD OF THE HEAD TABLE. BEST
PEOPLE. NOBLEST MISSION.
232
DD21M
233
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.
234
SO YOURE A PEOPLE PERSON? PROVE IT.
235
PARCs Bob Taylor Connoisseur of Talent
236
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
237
Leaders do people. Period. Anon.
238
LIVE FOR TALENT!
239
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
240
Brand Talent.
241
EXCELLENCE. INDIVIDUAL.BRAND YOU.
242
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
243
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 4. Rolodex
Obsession (From vertical/hierarchy/suck up
loyalty to horizontal/colleague/mate
loyalty)5. ENTREPRENEURIAL INSTINCT (A sleepless
Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSO
N/CLOSER (CEO, Me Inc. 24/7!)7. Master of
Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)8.
Sense of Humor (A willingness to Screw Up Move
On) 9. Comfortable with Your Skin (Bring
interesting you to work!)10. Intense Appetite
for Technology (E.g. How Cool-Active is your
Web site? Do you Blog?)11. EMBRACE MARKETING
(Your own CSO/Chief Storytelling Officer)12.
PASSION FOR RENEWAL (Your own CLO/Chief Learning
Officer) 13. EXECUTION EXCELLENCE! (Show up on
time! Leave last!)
244
Distinct or Extinct
245
EXCELLENCE. BEDROCK.LEADERSHIP.
246
EXCELLENCE. BEDROCK.PURPOSE.
247
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
248
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)
249
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?
250
EXCELLENCE. BY INVITATION.
251
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
252
EXCELLENCE.ENTHUSIASM.ENERGY. PASSION.
253
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
254
Whenever anything is being accomplished, I have
learned, it is being done by a monomaniac with a
mission. Peter Drucker
255
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
256
EXCELLENCE. RELENTLESSNESS.
257
"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.
258
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
259
EXCELLENCE. SHOWING UP.
260
25
261
MBWA
262
You must be the change you wish to see in the
world.Gandhi
263
EXCELLENCE. STRETCH.
264
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
265
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!
266
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
267
EXCELLENCE. KABOOM.
268
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
269
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
270
EXCELLENCE. THE LEADERSHIP23.
271
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.
272
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.)
273
Leaders gotta say it!
274
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
275
Everyone lives by selling something. Robert
Louis Stevenson
276
You only find oil if you drill wells. The
Hunters, by John Masters, Canadian O G
wildcatter
277
EXCELLE ALWAYS.
278
Tom PetersEXCELLENCE. ALWAYS.Lists.XAlwa
ys.LISTS.17October2006
279
The Irreducible209One WordThe Sales122
60TIBsTom-A-to,Tom-ah-to
280
The Irreducible209
281
A frustrated participant at a seminar for
investment bankers in Mauritius listened
impatiently to my explanation of differences of
opinion among me, Mike Porter, Gary Hamel, Jim
Collins, etc. Finally, hed had enough. What, if
anything, he asked, do you believe for sure?
I mumbled something, but his query started
rumbling around in my mind. Three days later,
wandering on a Sunday in London, the idea of the
irreducibles occurred to meand I started
jotting down notes on stuff I do indeed believe
for sure. Before I knew it, a few days later,
the list had grown to 209 items. Hence The
Irreducible209 that follows.Tom Peters
282
1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo.
(O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator
1.) (Cant be faked. Good.) 5. Decency. 6.
Hurry. 7. Time out. 8. One matters. 9. Big
change. Short time. (Alt not work.) 10.
Excellence. Always. 11. Passion. Energy. Hustle.
Enthusiasm. Exuberance. (Move
mountains. No alt.) 12. You must care. 13.
Emotion. 14. Hard is soft. (Soft is hard.)
283
15. Men. Women. Different. Contend. Connect. 16.
Women. Buy. All. (RU listening?) 17. Quality.
(Mind-blowing. Beyond 6-Sigma.) 18. Re-invent.
Re-pot. (Required.) 19. Jaywalk. 20. Big change.
Small of people. (Always.) 21. Experiment.
Now. 22. Failure. Normal. 23. Most failures,
most success. (Fail. Forward. Fast.) 24.
Reward excellent failures. Punish
mediocre successes. 25. Women leaders. (Altered
times.) 26. Extremism. (Good business. Bad
politics.) 27. Innovation source. Only. Extreme
irritation. 28. Smile.
284
29. You must care. 30. Mentor. (Highest ROI.) 31.
Best roster wins. 32. Wow. (Okay in biz.) 33.
We all have customers. (Biz. Personal.) 34. All
contacts Experiences. 35. Cirque du Soleil.
(Peerless.) 36. Leaders create space for
growth. 37. Quests. (Only.) 38. High aspirations,
high results. (Self-fulfilling
prophecy.) 39. Attitude 1, Skills 0. (Mostly.)
(Attitude 1, Skill 0.3?) 40. Sometimes Skill
1, Attitude 0.1. 41. Must love, not like. 42.
Wegmans. (No excuses. Mere groceries.) 43.
Less than your best. Cheating.
285
44. Brand You. (No alt.) 45. Self-sufficiency.
(Biggest LT turn-on.) 46. In the moment. 47. The
moment wins. 48. Tomorrow Never. 49. Action 1,
Plan 0.1. 50. Execution can be a system. 51.
Realism. 52. Own up. Move on. 53.
Accountability. 54. Work hard gt Work smart.
(Mostly.) 55. Feedback. Necessary. Fast. (R.F.A.
in RFA times.) 56. Customers. Listen.
Lead. (Paradox.) 57. On stage. Always. (GW,
FDR, RG Supreme actors.)
286
58. Master statistical analysis. 59. Excellence
Set the table. 60. Legacy. (Will it have
mattered?) 61. Great. (Why not?) 62. Radicals
rule. (Think Olympics.) 63. !!! Good. 64. Red
1, Brown 0. (Red times.) 65. Talk. Listen. (Big
2. Master.) 66. Politics. (Normal-inevitable
state of affairs. Master.) 67. Student.
Forever. 68. Why? (Question 1.) 69. Dont
belittle. 70. Respect. 71. All we have this
moment. (Moments matter most?) 72. Now.
(Procrastination. Death.)
287
73. Exercise. 74. Paint. (Leader. Portraits of
Excellence.) 75. Best story wins. 76. You must
be the change you wish to see in the
world. 77. Two big ones. Max.
(Priorities.) 78. No I in Team. (I in
Win.) 79. I in Win. (No I in Team.) 80.
Different 1, Better 0. (Better 0.1) 81.
Imitation Mistake. (Learn, from who?) 82.
Choose/battle the right competitor. 83.
Schools. Creativity. Entrepreneurship.
(Not.) 84. MBAs. Creativity. Entrepreneurship.
Leadership. (Not.) 85. Design. Under-rated.
Wildly. (Still.) (Everything.)
288
86. You Calendar. (Calendar. Never. Lies.) 87.
Laugh. 88. Handshake. (Quantity. Quality.) 89.
Dont fold your hands in front of your chest.
Ever. (Never.) 90. Grace. (Works in biz.) 91.
Weird. Wins. (Weird times.) 92. Crazy times.
Crazy orgs. 93. Internet. All. 94. Women.
Boomers-Geezers. Market. All. 95. Passion.
(Repeat. So what?) 96. Energy. (Repeat.
So what?) 97. Hustle. (Repeat. So
what?) 98. Enthusiasm. (Repeat. So what?) 99.
Exuberance. (Repeat. So what?) 100. Smile.
(Repeat. So what?) 101. Care.
(Repeat. So what?)
289
102. Simplicity. Redundancy. Resilience. Bloody-
mindedness. Visible optimism.
(Success.) 103. Act. (Repeat. So what?) 104.
Appreciate. (Repeat. So what?) 105. Fun. (Biz.
Why not?) 106. Joy. (Biz. Why not?) 107. Sales
Life. 108. Marketing Life. 109. Long-term. Top
line. c.r.o. 110. Great company Creates the
most individual success stories.
(RE/MAX) 111. Talent first, performance
byproduct. 112. Sustained Wow 1, Shareholder
value, 0.2 (Product, People.) 113.
Commitment. by invitation only. 114. Creativity.
by invitation only. 115. HR 1. (Ought to.)
290
116. Face-to-face. (5K miles, 5 minutes.) 117.
Negotiation. Make all winners. (Save
face.) 118. Grace makes enemies friends. 119.
Network. 120. Invest in relationships. (Think
ROIR. Return On Investment in
Relationships.) 118. Relationship investment.
Forethought. Calendar item.
Intensity. 119. Innovation. Easy. (Hang out
with weird.) 120. Weird Win. (Weird
times.) 121. The bottleneck is at the top
of the bottle. 122. Good Board Weird Board.
(At least, surprising.) 123. No
contention, no progress.
291
R.O.I.R.Return On Investment In
Relationships
292
124. Crucial conversations. Crucial
confrontations. (Study. Learn. Do.) 125. Honest
feedback. 126. Gaspworthy. Yes. 127. Insanely
great. 128. Astonish me. 129. Make it
immortal. 130. Will you remember it in 20
years? 131. No small opportunities.
(Reframe.) 132. One playmate, one playpen
Enough. 133. End run. Sensible. 134. Allies are
there for the finding. 135. Find successes. Build
on successes. (Pos gt Neg. Encourage gt
Fix.) 136. Somebodys doing it today. Find
em. 137. Someone is living 2016 in 2006.
(Find em. Study em.)
293
138. Dont benchmark. futuremark. 139.
PMA. It works. (Positive. Mental.
Attitude.) 140. There are no experts. (You are
the expert.) 141. Life is short. 142. Sustained
success. Fat chance. Make today matter.
(Sustained. Ha.) 143. Collaborate. (Networked
world.) 144. Go solo. (Individual. Unit of
Intellectual Capital.) 145. There are no
perfect plans. (Do. Wins.) 146. Plans motivate.
(Right or wrong. Sense of purpose.) 147.
Never rest. 148. Get some sleep. 149. Winning
Embracing paradox. 150. Ambiguity Opportunity.
294
151. Resilience. 152. Relentless-ness. 153. None.
Above. Comeuppance. No.
ultimate. business model. (GM. Sears.
U.S. Steel. DEC.) 154. Be yourself. Period. 155.
Never work with jerks. Including
customers. (Life. Too short.) 156. Under-promise,
over-deliver. 157. Talent. (Powerful word.) 158.
Customer Anyone whose actions affect
your results. 159. Competition stinks. (Seek the
soft spots where you can dominate.) 160.
K.I.S.S./Keep It Simple, Stupid. 161. Beauty.
(Good biz word.) 162. See the beauty in a
hamburger bun. (Go. Ray.)
295
163. Own up. Quick. ( Denial. Cancer.)164.
Celebrate. Often.165. 78 people 78 approaches.
(Each. Unique.)166. Weed. Ceaselessly. (Prune.
Stupid. Rules. Non-stop.)167. Get out
of the way. (You The problem.)168. Smile.
Sunny. Optimism. (If it kills you.)169. Flowers.
(Cheery workplace.)170. Enjoy. (Or get the
hell.)171. Be intolerant of sour. (1 Major
pollution)172. No quick trigger on promotion.
(Too important.)173. Evaluation Lots of
study-time.174. Evaluation Life or death to
evaluee.175. 360 evaluation. No fad.176. Exit
when youre done. (Done. Sooner than you
think.)
296
177. Today. Now. My Project. Am. Is. I.
Period. 178. Beautiful systems. (Good biz
phrase. Not oxymoron.) 179. Build on
strengths gt Fix weaknesses. 180. To dont To
do. (To dont gt To do ?) 181.
Leaders Do People. (Period.) 182. Leaders enjoy
leading. 183. Serious leadership training
Serious. 184. Priorities. Obvious. (Or
else.) 185. 5 Priorities 0 Priorities.
(3 Priorities 0 Priorities?) 186. People.
First. Last. Always. 187. It. Is. Always. The.
People.
297
188. Handshake. (Quantity. Quality.)189. Dont
fold your hands in front of your chest.
Ever. (Never.)190. Simplicity. Redundancy.
Resilience. Bloody-mindedness.
Visible optimism. (Success.)
(Repeat.)191. Employee Entrance Guest
Entrance.192. Put the customer SECOND.
(Thanks, Hal.)193. Flowers. (Or did I say
that before? No matter if I did.)194.
Big Mergers dont work. Small
acquisitions can/do workif you dont
screw with their energy.
298
195. Instinctively head for the front
line. (In all contexts.)196. Success
DDMMPR/"D-squared, M-squared, PR
DramDiff Money-Financial Acumen
Good Marketing Instincts
Stellar People Resilience (The fab
five What. Every. Small. Biz. Needs.)
(Big too.) 197. Core Mechanism (Game-changing
Solutions) PSF (Professional Service
Firm model) Wow! Projects
(Different vs Better) Brand You
(Distinct or Extinct) 198. 2011/2016 has
already happened. Find it.
299
199. Kids know kids. Oldies know oldies.
Women know women. (Staff
accordingly.)200. Everybody is my customer.201.
Cosset vendors.202. I want to run a
Housekeeping department. (And you?)203.
The military doesnt follow the military
model. (Initiative Excellence.)204. No such
thing as going to absurd lengths
to serve the Customer. (HSM Lefties.)205.
Forget the customer. All Clients.206. It
takes decades to get over sleights.
(So dont sleight.)207. Dont dumb down.
Ever.
300
208. NO LESS THAN EXCELLENCE.
EVER.209. EXCELLENCE. ALWAYS.
301
Work In ProgressXXX. One size fits. One. Only.
(Evaluations. Period.)XXX. Teaching.
Individualized. Only. (6 billion people
6 billion learning trajectories.)
(Montessori.)XXX. First impression. Matters.
Shapes all that comes. Hard to overcome.
(Understatement.)XXX. Jerks. Dont work with.
(Life Too short.)XXX. Manage the hell out of
first impressions.XXX. Last impression. Matters.
Dominates memory. Hard to overcome.
(Understatement.)XXX. Manage the hell out of
last impressions.XXX. Plain English.XXX.
K.I.S.S. (450/8.)XXX. 798. 55,000,000,000.
3,000,000,000. 7AM-7PM. 615AM.XXX.
Donnelly Weatherstrip rules.XXX. Managers do
things right. Leaders do the right
thing. NOT.
302
ONE WORD
303
ONE WORD Drill more wells R.F.A. Accountability
Realism Decentralization Execution Action
bias Most mistakes wins 615am Energy Enthusiasm D
ogtPlan ActgtThink BehaviorgtAttitude Passion
304
ONE WORD 5 min/5,000 miles Women Decency Grace I
nnovate or Die Re-imagine Fight irrelevance Just
Do It Care (You Must) Flowers (Say It With) Im
sorry Thank You Insanely Great Silence 2-cent
candy
305
ONE WORD Emotion Intuition Sell O.O.D.A. Integri
ty Weird Appreciate Celebrate Respect Listen Wande
r Calendar rules Calendar doesnt lie To
dont Max priorities 3
306
ONE WORD Gasp-worthy Insanely
great Differentgtbetter Impactgtlongevity Dramatic
Difference Only ones do what we
do Smile 798 7-7-7 Design rules Beautiful
Systems 450/8 VP S.O.U.B. Women buy all Women
lead better
307
ONE WORD MBWA Why? PSF Wow! ! (red) Buy a
Mirror Know thyself Invite Quest Adventure Talent
Brand You Lovemark Experience Dreamketing
308
ONE WORD Boomers-geezers own all 2.6/21 25 25 3,
000,000,000 (900,000,000) 26 minutes 43
hours Perception Is All There Is Enthusiasm The
Ultimate Virus
309
GE (more or less)The Sales122 122
Ridiculously Obvious Thoughts About Selling
StuffTom Peters/0402.2006
310
This list was first prepared for GE Energy sales
marketing people in January. It started with a
half-dozen items, and grew like Topsy. Possibly,
given its origins, its a little tilted toward
complex, engineering-based sales. In any event,
it makes a perfect companion to The
Irreducibles209. This, too, is effectively a
list of irreducibles.Tom Peters
311
1. Strategy overrated, simply doin stuff
underrated. See Kelleher and Bossidy We have a
strategic plan, its called doing things.Herb
Kelleher. Execution is a systematic process of
rigorously discussing hows and whats, tenaciously
following through, and ensuring accountability.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done. Action has its
own logicask Genghis Khan, Rommel, COL John
Boyd, U.S. Grant, Patton, W.T. Sherman. 2. What
are you personally great at? (Key word great.)
Play to strengths! Distinct or Extinct. You
should aim to be outrageously good/B.I.W. at a
niche area (or more). 3. Are you a personality,
a de facto brand in the industry? The Dr Phil
of ... 4. Opportunism (with a little forethought)
mostly wins. (Successful people are the ones who
are good at Plan B.) 5. Little starts can lead
to big wins. Most true winnersthink search
Googlestart as something small. Many big
dealsDisney Pixarcould have been done as
little-er deals if youd had the guts to jump
before the value became obvious.
312
Everyone lives by selling something. Robert
Louis Stevenson
313
6. Non-obvious targets have great potential.
Among many other things, everybody goes after the
obvious ones. Also, the non-obvious are often
good Partners for technology experiments. 7. The
best relationships are often (usually?) not top
to top! (Often the best hungry division GMs
eager to make a mark.) 8. ITS RELATIONSHIPS,
STUPIDDEEP AND FROM MULTIPLE FUNCTIONS. 9. In
any public-sector business, you must become an
avid student of the politics, the incentives
and constraints, mostly non-economic, facing all
of the players. Politicians are usually
incredibly logicalif you (deeply!) understand
the matrix in which they exist. 10. Relationships
from within our firm are as importantoften more
importantas those from outsideagain broad is as
important as deep. Alliesavid supporters!within
and from non-obvious places may be more important
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