Tom Peters - PowerPoint PPT Presentation

Loading...

PPT – Tom Peters PowerPoint presentation | free to download - id: 6adc65-ZjQ1O



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Tom Peters

Description:

... Jack didn t have a vision!* *GE = Talent Machine (Ed Michaels) Headhunter Excellence ? (CEO ... [empowerment beats top-down decision making]; ... – PowerPoint PPT presentation

Number of Views:11
Avg rating:3.0/5.0
Date added: 3 October 2019
Slides: 173
Provided by: Howie8
Learn more at: http://tompeters.com
Category:
Tags: machine | making | peters | talent | tom

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Tom Peters


1
Tom Peters People Power The Talent50
09.20.2005
2
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
3
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/ 01.08.2004
4
Importance of Success Factors by Various
Gurus/Estimates by Tom Peters
Strategy Systems People Passion
Porter 50 20 20
10 Drucker 30 35
20 15 Bennis
25 20 30 25
Peters 15 20
35 30
5
Hardball Are You Playing to Play or Playing to
Win? by George Stalk Rob Lachenauer/HBS
Press The winners in business have always
played hardball. Unleash massive and
overwhelming force. Exploit anomalies.
Threaten your competitors profit sanctuaries.
Entice your competitor into retreat. Approximat
ely 640 Index entries Customer/s (service,
retention, loyalty), 4. People (employees,
motivation, morale, worker/s), 0. Innovation
(product development, research development, new
products), 0.
6
1. People First!
7
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people. Stan Davis Christopher
Meyer, futureWEALTH
8
Talent! Tina Brown The first thing to do is to
hire enough talent that a critical mass of
excitement starts to grow. Source Business2.0
9
Whoops Jack didnt have a vision! GE
Talent Machine (Ed Michaels)
10
Headhunter Excellence? (CEO Performance vs SP
500) Korn Ferry/Tom Neff 1.1 Heidrick
Struggles/ Gerry Roche -5.2
11
2. Soft Is Hard.
12
!
13
3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/Creativity/
Intellectual-capital Added.
14
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
15
Age of Agriculture Industrial Age Age of
Information Intensification Age of Creation
Intensification Source Murikami Teruyasu,
Nomura Research Institute
16
Agriculture Age (farmers) Industrial Age (factory
workers) Information Age (knowledge
workers) Conceptual Age (creators and
empathizers) Source Dan Pink, A Whole New Mind
17
(No Transcript)
18
The Dawn of the Creative Age Theres a whole
new class of workers in the U.S. thats
38-million strong the creative class. At its
core are the scientists, engineers, architects,
designers, educators, artists, musicians and
entertainers whose economic function is to create
new ideas, new technology, or new content. Also
included are the creative professions of business
and finance, law, healthcare and related fields,
in which knowledge workers engage in complex
problem solving that involves a great deal of
independent judgment. Today the creative sector
of the U.S. economy, broadly defined, employs
more than 30 of the workforce (more than all of
manufacturing) and accounts for more than half of
all wage and salary income (some 2
trillion)almost as much as the manufacturing and
service sectors together. Indeed, the United
States has now entered what I call the Creative
Age. Americas Looming Creativity Crisis/
Richard Florida/HBR
19
U.S. Patent Office/Patents
Granted 1985
1998 Venezuela 15
29 Argentina 12
46 Mexico 35 ... 77 Brazil
30 88 South Korea 50
3,362 (67X) Source Juan
Enriquez/As the Future Catches You
20
My wife and I went to a kindergarten
parent-teacher conference and were informed that
our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in
art. We were shocked. How could any childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that
he had refused to color within the lines, which
was a state requirement for demonstrating
grade-level motor skills. Jordan Ayan, AHA!
21
15 Leading Biz Schools Design/Core
0 Design/Elective 1 Creativity/Core
0 Creativity/Elective 4 Innovation/Core
0 Innovation/Elective 6 Source DMI/Summer
2002 Research by Thomas Lockwood
22
4. Talent Excellence in
Every Part of Every Organization.
23
Wegmans 1/100 Best Companies to Work for 84
Grocery stores are all alike 46 additional
spend if customers have an emotional connection
to a grocery store rather than are satisfied
(Gallup) Going to Wegmans is not just
shopping, its an event. Christopher Hoyt,
grocery consultant You cannot separate their
strategy as a retailer from their strategy as an
employer. Darrell Rigby, Bain Co.
24
5. P.O.T./ Pursuit Of
Talent OBSESSION.
25
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
26
PARCs Bob Taylor Connoisseur of Talent
27
Les Wexner From sweaters to people!
28
6. Talent Masters Understand Talents Intangibles.
29
Visibly energetic/Passionate/Enthusiastic about
everything. Engaging/Inspires others. (Inspires
the interviewer!) Loves messes pressure.
Impatient/ Action fanatic. A finisher. Exhibits
Fat WOW Project Portfolio. (Loves to talk about
her work.) Smart. Curious/ Eclectic interests/ A
little (or more) weird. Well-developed sense of
humor/ Fun to be around. No. 1 re
bosses Exceptional talent selection
development record. (Former co-workers
Did you visibly grow while working with
X? /How has the department/team grown
on a world-class scale during Xs tenure?)
30
Q If it were your 50K lifes savings
and my 50K, what sort of Waiters
would we look for? A Enthusiasts!
31
7. HR Is Cool.
32
Chicago HRMAC
33
support function / cost center /
bureaucratic drag or
34
Are you Rock Stars of the Age of Talent
35
HR doesnt tend to hire a lot of independent
thinkers or people who stand up as moral
compasses. Garold Markle, Shell Offshore HR
Exec (FC/08.05)
36
8. HR Sits at The Head
Table.
37
DD21M
38
9. Re-name HR.
39
Talent Department
40
People Department Center for Talent
Excellence Seriously Cool People Who Recruit
Develop Seriously Cool People Etc.
41
H.R. to H.E.D. ??? Human
Enablement Department
42
10. There Is an HR
Strategy/ HR Vision
43
Our Mission To develop and manage talent to
apply that talent, throughout the world, for the
benefit of clients to do so in partnership to
do so with profit. WPP
44
Omnicom very simply is about talent. Its about
the acquisition of talent, providing the
atmosphere so talent is attracted to it. John
Wren
45
Whats your companys EVP? Employee Value
Proposition, per Ed Michaels et al., The War for
Talent IBP/Internal Brand Promise per TP
46
EVP Challenge, professional growth, respect,
satisfaction, opportunity, reward Source Ed
Michaels et al., The War for Talent
47
11. Acquire for Talent!
48
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client. Source Advertising Age
49
12. There Is a FORMAL
Recruitment Strategy.
50
Cirque du Soleil!
51
Cirque du Soleil Talent (12 full-time scouts,
database of 20,000). RD (40 of profits 2X
avg corp). Controls (shows are profit centers
partners like Disney offset costs 100M on
500M). Scarcity builds buzz/brand (1 new show
per year. People tell me were leaving money on
the table by not duplicating our shows. Theyre
right. Daniel Lamarre, president). Source
The Phantasmagoria Factory/Business 2.0/1-2.2004
52
13. There Is a FORMAL
Leadership Development Strategy.
53
14. There is a World
Class Leadership Development CENTER.
54
Crotonville! No B-schools!
55
DD 0 to 60mph in a flash (months)
56
Getting to WOW Through Mastery of The
Sales25.
57
Getting Things Done The Power
Implementation34.
58
Presentation Excellence The PresX56
59
The Interviewing Excellence The IntX31
60
15. There Is a FORMAL
STRATEGIC HR Review Process.
61
16. The Top100, and
Every Units Top10, Are Consciously Managed.
62
In most companies, the Talent Review Process is
a farce. At GE, Jack Welch and his two top HR
people visit each division for a day. They review
the top 20 to 50 people by name. They talk about
Talent Pool strengthening issues. The Talent
Review Process is a contact sport at GE it has
the intensity and the importance of the budget
process at most companies. Ed Michaels
63
17. People/ Talent
Reviews Are the FIRST Reviews.
64
18. HR Strategy
BUSINESS Strategy.
65
19. Make it a Cause
Worth Signing Up For.
66
G.H. Create a cause, not a business.
67
20. Unleash Their Full
Potential!
68
Organizing Genius / Warren Bennis and Patricia
Ward Biederman Groups 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.
69
Yes!!!!!!!!!!!!!!!!! free to do his or her
absolute best allow its members to
discover their greatness.
70
  • Firms will not manage the careers of their
    employees. They will provide opportunities to
    enable the employee to develop identity and
    adaptability and
  • thus be in charge of his or her own career.
  • Tim Hall et al., The New Protean Career
    Contract

71
RE/MAX A Life Success Company Source
Everybody Wins, Phil Harkins Keith Hollihan
72
Agent-centric Youre not in the real estate
business anymore youre in the real estate agent
business! Source Everybody Wins, Phil Harkins
Keith Hollihan
73
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on. Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
74
21. Set Sky High Standards.
75
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EM Source Ed
Michaels, War for Talent
76
22. Enlist Everyone in
Challenge Century21.
77
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
78
Distinct or Extinct
79
New Work
SurvivalKit.2005 1. Mastery! (Best/Absurdly Good
at Something!) 2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/Unique Selling Proposition (R.POV8
Remarkable Point of View captured in 8 or
less words) 4. Rolodex Obsession (From
vertical/hierarchy/suck up loyalty to
horizontal/colleague/mate loyalty) 5.
Entrepreneurial Instinct (A sleepless Eye for
Opportunity! E.g. Small Opp for Independent
Action beats faceless part of Monster Project) 6.
CEO/Leader/Businessperson/Closer (CEO, Me Inc.
Period! 24/7!) 7. Master of Improv (Play a dozen
parts simultaneously, from Chief Strategist
to Chief Toilet Scrubber) 8. Sense of Humor (A
willingness to Screw Up Move On) 9. Comfortable
with Your Skin (Bring interesting you to
work!) 10. Intense Appetite for Technology (E.g.
How Cool-Active is your Web site? Do you
Blog?) 11. Embrace Marketing (Your own
CSO/Chief Storytelling Officer) 12. Passion for
Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time!
Leave last!)
80
23. Pursue the Best!
81
Differentiation is all about being extreme,
rewarding the best and weeding out the
ineffective. You build strong teams by treating
individuals differently. Just look at the way
baseball teams pay 20-game winning pitchers and
40-plus homerun hitters. Jack Welch
82
best person in the world Arthur Blank
83
Did We Say Talent Matters? The top software
developers are more productive than average
software developers not by a factor of 10X or
100X, or even 1,000X, but 10,000X. Nathan
Myhrvold, former Chief Scientist, Microsoft
84
THE HEART OF CELERA IS THE WORLDS LARGEST
PRIVATE SUPERCOMPUTER FED 24 HOURS A DAY BY
SEQUENCING ROBOTS AND CREATED-PROGRAMMED-CONTROL
LED BY A DOZEN GREAT MINDS. Source Juan
Enriquez/As the Future Catches You
85
24. Up or Out.
86
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
87
25. Ensure that the
Review Process Has INTEGRITY.
88
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.
89
26. Pay Up!
90
Top performing companies are two to four times
more likely than the rest to pay what it takes to
prevent losing top performers. Ed Michaels,
War for Talent (05.17.00)
91
Costco 17/hour (42 above Sams) very good
health plan low t/o, low shrinkage Low margins
(When I started, Sears, Roebuck was th Costco of
the country, but they allowed someone to come in
under themJim Sinegal) Source How Costco
Became the Anti-WalMart/NYT/07.17.05
92
27. Training I Train!
Train! Train!
93
26.3
94
3 Weeks in May Training Prep 187 Work
41 (Other 17)
95
1 vs. 367
96
Divas do it. Violinists do it. Sprinters do it.
Golfers do it. Pilots do it. Soldiers do it.
Surgeons do it. Cops do it. Astronauts do it. Why
dont businesspeople do it?
97
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line. Peter Drucker, Business 2.0
98
Edward Jones Training Machine 146
hours/employee/year New hires 4X avg. 3.8 of
payroll 1, The 100 Best Companies To Work
For/Fortune/01.2003
99
28. Training II 100
Business People.
100
29. Training III 100
LEADERS.
101
I start with the premise that the function of
leadership is to produce more leaders, not more
followers. Ralph Nader
102
30. Training IV Boss as
Trainer-in-Chief.
103
Workout 24 DPY in the Classroom
104
31. Open Communication NO
BARRIERS.
105
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits
106
32. Respect!
107
  • 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

108
What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
109
33. Embrace the Whole
Individual.
110
34. Build Places of
Grace.
111
My favorite word is grace whether its amazing
grace, saving grace, grace under fire, Grace
Kelly. How we live contributes to beauty
whether its how we treat other people or the
environment.Celeste Cooper, designer
112
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ..
benevolence benefaction compassion beauty
113
35. MBWA Visible
Leadership! Managing By Wandering Around
114
The first and greatest imperative of command is
to be present in person. Those who impose risk
must be seen to share it. John Keegan, The Mask
of Command
115
36. Thank You!
116
The deepest human need is the need to be
appreciated. William James
117
37. Promote for people
skills. (THE REST IS DETAILS.)
118
33 Division Titles. 26 League Pennants. 14 World
Series Earl Weaver0. Tom Kelly0. Jim
Leyland0. Walter Alston1AB. Tony LaRussa132
games, 6 seasons. Tommy LasordaP, 26 games.
Sparky Anderson1 season.
119
When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution. Does she talk about the thrill of
getting things done, the obstacles overcome, the
role her people played or does she keep
wandering back to strategy or philosophy?
Larry Bossidy, Honeywell/AlliedSignal, in
Execution
120
38. Honor Youth.
121
Why focus on these late teens and
twenty-somethings? Because they are the first
young who are both in a position to change the
world, and are actually doing so. For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. The
Internet has triggered the first industrial
revolution in history to be led by the
young. The Economist
122
39. Provide Early
Leadership Assignments.
123
The WOW! Project
124
Think BIG Think DIFFERENT Think COOL
Appropriate benchmark earn a place in the
history books be able to say to your
grandson/daughter, I was project manager of the
Big Dig TP/Bentley magazine
125
Your Current Project? 1. Another
days work/Pays the rent. 4. Of value. 7.
Pretty Damn Cool/Definitely subversive. 10.
WE AIM TO CHANGE THE WORLD.
(Insane!/Insanely Great!/WOW!)
126
The Project 50
127
Create Sell
Implement Exit Traditional 10
0 90 0 Emphasis Our View
30 30 30 10
128
40. Create a FORMAL System
of Mentoring.
129
W. L. Gore Quad/Graphics
130
41. Diversity!
131
Diversity defines the health and wealth of
nations in a new century. Mighty is the mongrel.
The hybrid is hip. The impure, the mélange, the
adulterated, the blemished, the rough, the
black-and-blue, the mix-and-match these people
are inheriting the earth. Mixing is the new norm.
Mixing trumps isolation. It spawns creativity,
nourishes the human spirit, spurs economic growth
and empowers nations. G. Pascal Zachary, The
Global Me New Cosmopolitans and the Competitive
Edge
132
CM Prof Richard Florida on Creative Capital
You cannot get a technologically innovative
place unless its open to weirdness, eccentricity
and difference. Source New York Times
133
Where do good new ideas come from? Thats
simple! From differences. Creativity comes from
unlikely juxtapositions. The best way to maximize
differences is to mix ages, cultures and
disciplines. Nicholas Negroponte
134
Duh! We want our associate population to mirror
our customer population at every level, from the
executive suite all the way to the retail floor.
In the marketplace, basically what I want to do
is draw a concentric circle around every one of
our 2,300 stores, and I want the assortment in
that store to match the ethnicity of the
neighborhood its in. Some neighborhoods are all
Hispanic, so we can put in a full Hispanic
format. Thats what Super Saver is. All the
signage is in both languages. Theres a 100
percent Spanish-speaking staff in the store.
Larry Johnston, CEO, Albertsons
135
42. WOMEN
RULE. Duh.
136
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure Title, Special Report,
Business Week
137
American women possess leadership abilities that
are particularly effective in todays
organizations, yet their abilities remain
undervalued and underutilized. In the future,
what will distinguish one organization and one
country from another will be its use of human
resources. Today human resource utilization is
not only a matter of social justice but a
bottom-line issue. Judy Rosener, Americas
Competitive Secret
138
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Source Judy B. Rosener, Americas
Competitive Secret
139
63 of 2,500 top earners in F500 8 Big 5
partners 14 partners at top 250 law firms 43
new med students 26 med faculty 7
deans Source Susan Estrich, Sex and Power
140
  • U.S.
    G.B. E.U. Ja.
  • M.Mgt. 41 29 18
    6
  • T.Mgt. 4 3 2
    lt1
  • Peak Partic. Age 45 22 27
    19
  • Coll. Stud. 52 50 48 26
  • Source Judy Rosener, Americas Competitive
    Secret

141
Deloitte was doing a great job of hiring
high-performing women in fact, women often
earned higher performance ratings than men in
their first years with the firm. Yet the
percentage of women decreased with step up the
career ladder. Most women werent leaving to
raise families they had weighed their options in
Deloittes male-dominated culture and found them
wanting. Many, dissatisfied with a culture they
perceived as endemic to professional service
firms, switched professions. Douglas McCracken,
Winning the Talent War for Women HBR
142
The process of assigning plum accounts was
largely unexamined. Male partners made
assumptions I wouldnt put her on that kind of
company because its a tough manufacturing
environment. That client is difficult to deal
with. Travel puts too much pressure on women.
Douglas McCracken, Winning the Talent War for
Women HBR
143
The Core Argument 1. We are in
a War for Talent. 2. The war will intensify. 3.
Women are under-represented in our leadership
ranks. 4. Women and men are different. 5. Womens
strengths match the New Economys leadership
needsto a striking degree. 6. Women are also the
principal purchasers of goods and
servicesretail and commercial. 7. Ergo, women
are a large part of the answer to the War
for Talent issue/opportunity.
144
43. Hire ( Protect!)
Weird!
145
Are there enough weird people in the lab these
days? V. Chmn., pharmaceutical house, to a lab
director
146
The Cracked Ones Let in the Light Our business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and
rebels. David Ogilvy
147
Deviants, Inc. Deviance tells the story of
every mass market ever created. What starts out
weird and dangerous becomes Americas next big
corporate payday. So are you looking for the next
mass market idea? Its out there way out
there. Source Ryan Matthews Watts Wacker,
Fast Company (03.02)
148
Saviors-in-Waiting Disgruntled
Customers Off-the-Scope Competitors Rogue
Employees Fringe Suppliers Wayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
149
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most of
usand our organizationsare in ruts. Make that
chasms.)
150
44. Cherish Boldness!
151
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
152
44. We Are All Unique.

153
Beware Standardized Evals One size NEVER fits
all. One size fits one. Period.
154
48 Players 48 Projects 48 different success
measures.
155
46. Bosses Win People
Over.
156
WHAT AN IDIOT Instead of employees being in the
drivers seat, now were in the drivers seat.
157
PJ Coaching is winning players over.
158
47. GOAL Voyages of
Mutual Discovery.
159
I am inalterably opposed to organization
change, empowerment, motivation. The goal
to awaken the latent talent already within, by
providing opportunities worthy of the
individuals investment of her or his most
precious resources time and emotional
commitment.
160
Leaders (Teachers) Do Not Transform People!
Instead leaders (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
existedand then the leaders (6) applaud like
hell and stage photo-ops to commemorate the
bravery of their followers explorations!
161
48. Foster
Independence.
162
You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines
your future options. Take a job for what it
teaches you, not for what it pays. Instead of a
potential employer asking, Where do you see
yourself in 5 years? youll ask, If I invest my
mental assets with you for 5 years, how much will
they appreciate? How much will my portfolio of
career options grow? Stan Davis Christopher
Meyer, futureWEALTH
163
THE rise up and flee your cubicle STREET
JOURNAL Adventures in Capitalism
164
THE I work for a company called Me STREET
JOURNAL Adventures in Capitalism
165
Thriving in 24/7 (Sally Helgesen) START AT THE
CORE. Nimbleness only possible if we locate
our inner voice, take regular inventory of where
we are. LEARN TO ZIGZAG. Think gigs. Think
lifelong learning. Forget old loyalty. Work on
optimism. CREATE OUR OWN WORK. Articulate your
value. Integrate your passions. I.D. your market.
Run your own business. WEAVE A STRONG WEB OF
INCLUSION. Build your own support network.
Master the art of looking people up.
166
49. Enthusiasm!
167
BZ I am a Dispenser of Enthusiasm!
168
A leader is a dealer in hope. Napoleon
169
New Economy Biz Degree Programs MBA (Master of
Business Administration) MMM1 (Master of
Metaphysical Management) MMM2 (Master of
Metabolic Management) MGLF (Master of Great Leaps
Forward) MTD (Master of Talent Development) W/MwGT
Dw/oC (Woman/Man Who Gets Things Done without
Certificate) DE (Doctor of Enthusiasm)
170
50. Talent Brand.
171
The Top 5 Revelations Better talent
wins. Talent management is my job as
leader. Talented leaders are looking for the
moon and stars. Over-deliver on peoples dreams
they are volunteers. Pump talent in at all
levels, from all conceivable sources, all the
time. Source Ed Michaels et al., The War for
Talent
172
Brand Talent.
About PowerShow.com