NOTE: To appreciate this presentation [and insure that it is not a mess], you need Microsoft fonts: - PowerPoint PPT Presentation

Loading...

PPT – NOTE: To appreciate this presentation [and insure that it is not a mess], you need Microsoft fonts: PowerPoint presentation | free to download - id: 780f0d-ODMyN



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

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

Description:

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

Number of Views:267
Avg rating:3.0/5.0
Slides: 167
Provided by: Conflic47
Learn more at: http://tompeters.com
Category:

less

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

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


1
NOTE To appreciate this presentation and
insure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
2
Excellence The Leadership50Tom
Peters/Flexirent/18.02.2008
3
Slides at tompeters.com
4
bedrock.
5
1. Leaders serve.
6
Organizations exist to serve. Period. Leaders
live to serve. Period.
7
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
8
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
9
Cause (worthy of commitment)Space (room
for/encouragement for initiative-adventures)
Decency (respect, grace, integrity, humane)
servant leadership
10
Servant Leadership Robert Greenleaf The
Managers Book of Decencies How Small gestures
Build Great Companies. Steve Harrison Hostmans
hip The Art of Making People Feel Welcome Jan
Gunnarsson Olle Blohm The SPEED of Trust
The One Thing that Changes Everything Stephen
M.R. Covey The Dream Manager Matthew
Kelly The Customer Comes Second Hal Rosenbluth
11
Nicole Lyder Marcia Neilson
12
The Basic Mechanism.
13
2. Leadership Is a Mutual Discovery Process.
14
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
15
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.
16
Leaders Mt Everest Testfree to do his or
her absolute best allow its members to
discover their greatness.
17
The Dream Manager Matthew KellyE.g. An
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
18
Quests!
19
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
20
The Leadership Types.
21
3. Great Leaders on White Horses Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
22
Whoops Jack didnt have a vision!
23
4. But There Are Times When the visionary
Type (Type II Leadership) Matters!
24
A leader is a dealer in hope. Napoleon
25
5. Find the Businesspeople! (Type III
Leadership)
26
I.P.M. (Inspired Profit Mechanic)
27
6. All Organizations Need the Golden Leadership
Triangle.
28
The Golden Leadership Triangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic.
29
7. Leadership Mantra 1 IT ALL DEPENDS!
30
Renaissance Men are a snare, a myth, a
delusion!
31
8. The Leader Is Rarely/Never the Best Performer.
32
Tom, you left out one thing
33
The Leadership Dance.
34
9. Leaders SHOW UP!
35
MBWA
36
A body can pretend to care, but they cant
pretend to be there. Texas Bix Bender
37
Its always showtime. David DAlessandro,
Career Warfare
38
10. Leaders LOVE the MESS!
39
If things seem under control, youre just not
going fast enough. Mario Andretti
40
11. Leaders DO!
41
We have a strategic plan. Its called doing
things. Herb Kelleher
42
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
43
12. Leaders Re-do.
44
Phil Crosby is an idiot!
45
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 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
46
13. BUT Leaders Know When to Wait.
47
Tex Schramm The too hard box!
48
14. Leaders Are Optimists.
49
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
50
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. L ou Cannon
51
15. Leaders FOCUS!
52
Dennis, you need a To-dont List !
53
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
54
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
55
16. Leaders Send V-E-R-Y Clear Signals About
Whats Important!
56
Really Important Stuff Rogers Rule of Three!
57
Robinson/American ExpressPuckett/HughesOlsen/Dig
italMozilo/CountrywideMilliken/MillikenWelch/GE
58
Danger S.I.O. (Strategic Initiative Overload)
59
If It Aint Broke Break It.
60
17. Leaders FORGET!/Leaders DESTROY!
61
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
62
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
63
18. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

64
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer remember to
tuck the shower curtain inside the bathtub
65
Damned If You Do, Damned If You Dont, Just
Plain Damned.Subtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
66
19. Leaders HONOR THE USURPERS.
67
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersSource Wayne Burkan,
Wide Angle Vision
68
20. Leaders Make Lots of Mistakes and MAKE NO
BONES ABOUT IT!
69
Fail faster. Succeed sooner.David Kelley/IDEO
70
Fail. Forward. Fast. High-tech Exec
71
21. Leaders Make BIG MISTAKES!
72
Reward excellent failures. Punish mediocre
successes.Phil Daniels
73
Create.
74
22. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
75
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

76
YESBANKCommerce Bank
77
23. Leaders Make Their Mark / Leaders Do
Stuff That Matters
78
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
79
24. Leaders Push Their Organizations W-a-y Up
the Value-added Chain.
80
IBM Global Services 60B
81
24
82
25. Leaders Push Past Service Transactions to
Scintillating Experiences.
83
Q Why did you buy Jordans Furniture?A
Jordans is spectacular. Its all
showmanship.Source Warren Buffet
interview/Boston Sunday Globe/12.05.04
84
Experiences are as distinct from services as
services are from goods.Joseph Pine James
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
85
26. Leaders LOVE the New Technology!
86
Power Tools For Power Strategies/ARD 40K
87
27. Needed? Type IV Leadership Technology
Dreamer-True Believer
88
The Golden Leadership Quadrangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic (4) Technology Dreamer-True Believer.
89
Talent.
90
28. Leaders DO TALENT!
91
Leaders do people. Period. Anon.
92
Brand Talent.
93
29. When It Comes to TALENT Leaders Always Go
Berserk!
94
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
95
30. Leaders Dont Create Followers THEY CREATE
LEADERS!
96
I start with the premise that the function of
leadership is to produce more leaders, not more
followers.Ralph Nader
97
Passion.
98
31. Leaders Sell PASSION!
99
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)
100
Gary Hamel Create a cause, not a business.
101
32. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
102
BZ I am a Dispenser of Enthusiasm!
103
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
104
33. Leaders Are in a Hurry
105
We dont sell insurance anymore. We sell speed.
Peter Lewis, Progressive
106
Metabolic Management
107
34. Leaders Focus on the SOFT STUFF!
108
Hard is soft. Soft Is hard.
109
Message Leadership is all about love! Passion,
Enthusiasms, Appetite for Life, Engagement,
Commitment, Great Causes Determination to Make
a Damn Difference, Shared Adventures, Bizarre
Failures, Growth, Insatiable Appetite for Change.
110
The Job of Leading.
111
35. Leaders Know Its ALL SALES ALL THE TIME.
112
If you dont LOVE SALES find another life.
(Dont pretend youre a leader.)
113
36. Leaders LOVE POLITICS.
114
If you dont LOVE POLITICS find another life.
(Dont pretend youre a leader.)
115
37. But Leaders Also Break a Lot of China.
116
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, Most Admired
Global Corporations
117
38. Leaders Give RESPECT!
118
  • 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.
  • Source Sara Lawrence-Lightfoot, Respect

119
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
120
39. Leaders Say Thank You.
121
The deepest human need is the need to be
appreciated.William James
122
40. Leaders Are Curious.
123
The Three Most Important Letters WHY?
124
41. Leadership Is a Performance.
125
It is necessary for the President to be the
nations No. 1 actor.FDR
126
42. Leaders Are The Brand
127
You must be the change you wish to see in the
world.Gandhi
128
Its always showtime. David DAlessandro,
Career Warfare
129
43. Leaders Have a GREAT STORY!
130
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
131
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
132
Leader Job 1Paint Portraits of Excellence!
133
Introspection.
134
44. Leaders Enjoy Leading.
135
Warren, I know you want to be president. But
do you want to do president?
136
45. Leaders LAUGH!
137
46. Leaders KNOW THEMSELVES.
138
Individuals (would-be leaders) cannot engage in a
liberating mutual discovery process unless they
are comfortable with their own skin. (Leaders
who are not comfortable with themselves become
petty control freaks.)
139
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?
140
47. But Leaders have MENTORS.
141
Upon having the Leadership Mantle placed upon
ones head, he/she shall never hear the
unvarnished truth again! (Therefore, she/he
needs one faithful compatriot to lay it on with
no jelly.)
142
The End Game.
143
48. Leaders are RELENTLESS.
144
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
145
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
146
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
147
49. Leaders ???
148
Leadership is the PROCESS of ENGAGING PEOPLE in
CREATING a LEGACY of EXCELLENCE.
149
LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES.
150
50. Leaders Free the Lunatic Within!
151
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
152
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!
153
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
154
51. LeadersRelentlessly Pursue Excellence
155
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)
156
Attending to the Last 98 The New
Management Science, or Hard Is Soft, Soft
Is Hard Tom Peters/18.02.2008
157
S f( ___ ) Success Is a Function of
158
S f(DR -2L, -3L, 4L IE) Number and depth
of relationships 2, 3, and 4 levels down, inside
and outside the organization S
f(SDgtSU) Sucking down is more important than
sucking upthe idea is to have the entire
organization working for you. S f(non-FF,
non-FL) Number of friends, number of lunches
with people not in my function S f(FF) Number
of friends in the finance function-organization S
f(OF) Oddball friends S f(PDL) Purposeful,
deep listeningthis is very hard
159
S f(EODD3MC) Number of end-of-the-day
difficult (youd rather avoid) 3-minutecalls
that soothe raw feelings, mend fences, etc S
f(UFP, UFK, OAPS) Unsolicited favors performed,
UFs involving co-workers kids, overt acts
politeness-solicitude toward co-workers
spouses, parents, etc. S f(TN C) Number of
thank you notes sent, number of people consulted
about an issue-decision (courtesy Roger
Rosenblatt) S f(SU) Showing up (Woody Allen,
Delewares ridiculous influence on the U.S.
Constitution) S f(1D) Seeking the assignment
of writing first drafts, minutes, etc (1787)
160
S f(SEAs) Number of solid relationships with
Executive Assistants S f(UL/w-m) useful
lunches per week, month S f(FG,FOC-BOF,
CMO) Favors given, favors owed collectively,
balance of favors, conscious management
thereof S f(CPRM, TS) Conscious-planned
Relationship management, time spent thereon S
f(TN/d, FG/m, AA/d) Thank you notes per Day,
flowers given per Month, Acts of Appreciation per
Day S f(PT100ATS, ENMFTTT) Proactive,
timely, 100 apologies for tiny screw-ups, even
if not my fault (it always takes two to tango)
161
S f(AMR, NBS-SG) Acceptance of mutual
responsibilities for all affairs, no
blame- shifting, scape-goating S
f(APLSLFCT) Awareness, perception of little
snubsand lightening fast correction thereof S
f(G) Grace S f(GA) Grace toward adversary S
f(GW) Grace toward the wounded in bureaucratic
firefights
162
S f(PD) Purposeful decency S f(TSPD,
TSP-L1) Time spent on promotion decisions,
especially for 1st level managers S f(SS,
H-PD) soft stuff involved in Hiring, Promotion
decisions S (TWA, P, NP) Time wandering
around, purposeful, non-planned S f(SBS) Slack
built into Schedule S f(TSHR) Time spent
Hurdle Removing
163
S f(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff S
f(MBTSSMR) Purposeful management of this Soft
Stuff by people reporting to me S f(EC,
MMO) Emotional connection, mgt maintenance
of S f(IMDOP) Investment in Mastery of
detailed organization processes S f(H-TS) Time
spent on Hiring
164
S f(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff
165
Q But wheres the beef? A This is
the beef!
166
Hard is soft. Soft Is hard.
About PowerShow.com