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Title: Tom Peters Seminar2002 We Are in a Brawl with No Rules Mumbai/31October2002


1
Tom Peters Seminar2002 We Are in a Brawl
with No Rules Mumbai/31October2002
2
Slides at tompeters.com
3
We are in a brawl with no rules. Paul Allaire
4
There will be more confusion in the business
world in the next decade than in any decade in
history. And the current pace of change will only
accelerate. Steve Case
5
If you dont like change, youre going to like
irrelevance even less. General Eric Shinseki,
Chief of Staff, U. S. Army
6
I. NEW BUSINESS. NEW CONTEXT.
7
All Bets Are Off.
8
The corporation as we know it, which is now 120
years old, is not likely to survive the next 25
years. Legally and financially, yes, but not
structurally and economically. Peter Drucker,
Business 2.0 (08.00)
9
lt1000A.D. paradigm shift 1000s of years 1000
100 years for paradigm shift 1800s gt prior 900
years 1900s 1st 20 years gt 1800s 2000 10 years
for paradigm shift 21st century 1000X tech
change than 20th century (the Singularity, a
merger between humans and computers that is so
rapid and profound it represents a rupture in the
fabric of human history) Ray Kurzweil
10
2. The Destruction Imperative.
11
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 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
12
Good management was the most powerful reason
leading firms failed to stay atop their
industries. Precisely because these firms
listened to their customers, invested
aggressively in technologies that would provide
their customers more and better products of the
sort they wanted, and because they carefully
studied market trends and systematically
allocated investment capital to innovations that
promised the best returns, they lost their
positions of leadership. Clayton Christensen,
The Innovators Dilemma
13
ForgetgtLearn The problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
14
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
15
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
16
Conglomerates dont work James Surowiecki, The
New Yorker (07.01,2002) (T.P. Think
2,000,000,000,000)
17
7 Truths about Acquisitions TPs 30 Years of
Observation 1. Big Big Disaster.
(Statistically.) (There are exceptions e.g.,
Citigroup.) 2. Big (GE, Cisco, Omnicon) acquires
small/specialist Good if you can
retain Top Talent. 3. Odds on achieving
projected synergies among Mixed Big
cultures 10. (Among Big Specialist
35.) 4. Max Scale Advantages are achieved at a
smaller size than imagined. (When New Big
beats slightly less big, effectiveness, not
bulk, is the reason.) 5. Attacked by Big,
Mediocre Medium marries Mediocre Medium to
bulk up. Result Big Mediocrity or worse. 6.
Any sizeif Great Focusedcan win, locally or
globally. 7. Increasingly, Alliances deliver more
value than mergers and clearly abet
flexibility.
18
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
19
Leaders dump the ones who brung em Nokia, HP,
3M, PerkinElmer, Corning, etc.
20
C.E.O. to C.D.O.
21
CEOs appointed after 1985 are 3X more likely to
be fired than CEOs appointed before 1985 Warren
Bennis, MIT Sloan Management Review
22
The New Ge Way DYB.com
23
Organize for performance customer
satisfaction. Disorganize for renewal
innovation.
24
Active mutators in placid times tend to die off.
They are selected against. Reluctant mutators in
quickly changing times are also selected
against. Carl Sagan Ann Druyan, Shadows of
Forgotten Ancestors
25
Lessons from the Bees! Since merger mania is
now the rage, what lessons can the bees teach us?
A simple one Merging is not in nature.
Natures process is the exact opposite one of
growth, fragmentation and dispersal. There is no
megalomania, no merging for mergings sake. The
point is that unlike corporations, which just get
bigger, bee colonies know when the time has come
to split up into smaller colonies which can grow
value faster. What the bees are telling us is
that the corporate world has got it all
wrong. David Lascelles, Co-director of The
Centre for the Study of Financial Innovation UK
26
The Gales of Creative Destruction 29M -44M
73M 4M 4M - 0M
27
The Silicon Valley of today is built less atop
the spires of earlier triumphs than upon the
rubble of earlier debacles.Newsweek/ Paul Saffo
(03.02)
28
The difficulties arise from the inherent
conflict between the need to control existing
operations and the need to create the kind of
environment that will permit new ideas to
flourishand old ones to die a timely death. We
believe that most corporations will find it
impossible to match or outperform the market
without abandoning the assumption of continuity.
The current apocalypsethe transition from a
state of continuity to state of discontinuityhas
the same suddenness as the trauma that beset
civilization in 1000 A.D. Richard Foster
Sarah Kaplan, Creative Destruction (The
McKinsey Quarterly)
29
Built to Last v. Built to Flip The problem with
Built to Last is that its a romantic notion.
Large companies are incapable of ongoing
innovation, of ongoing flexibility. Increasingl
y, successful businesses will be ephemeral. They
will be built to yield something of value and
once that value has been exhausted, they will
vanish. Fast Company (03-00)
30
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
31
THINK WEIRD The High Standard Deviation
Enterprise.
32
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
33
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future. Adrian Slywotzky, Mercer Consultants
34
W.I.W? 20 of 26 7 of top 10
35
PG Declining domestic sales in 20 of 26
categories 7 of top 10 categories. (The
billion-dollar problem.) Source Advertising
Age 01.21.2002/BofA Securities
36
Primary Obstacles to Marketing-driven
Change 1. Fear of cannibalism. 2. Excessive
cult of the consumer/ customer driven/
slavery to demographics, market research and
focus groups. 3.Creating sustainable
advantage. Source
John-Marie Dru, Disruption
37
Account planning has become focus group
balloting. Lee Clow
38
Chivalry is dead. The new code of conduct is an
active strategy of disrupting the status quo to
create an unsustainable series of competitive
advantages. This is not an age of defensive
castles, moats and armor. It is rather an age of
cunning, speed and surprise. It may be hard for
some to hang up the chain mail of sustainable
advantage after so many battles. But
hypercompetition, a state in which sustainable
advantages are no longer possible, is now the
only level of competition. Rich DAveni,
Hypercompetition Managing the Dynamics of
Strategic Maneuvering
39
BIG DRUG MAKERS TRY TO POSTPONE CUSTOM REGIMENS.
Most drugs dont work well for about half the
patients for whom they are prescribed, and
experts believe genetic differences are part of
the reason. The technology for genetic testing is
now in use. But the technique threatens to be so
disruptive to the business of big drug companies
it could limit the market for some of their
blockbuster products that many of them are
resisting its widespread use. The Wall Street
Journal (06.18.2001)
40
Generally, disruptive technologies underperform
established products in mainstream markets. But
they have other features that a few fringe (and
generally new) customers value. Clayton
Christensen, The Innovators Dilemma
41
COMPETITORS The best swordsman in the world
doesnt need to fear the second best swordsman in
the world no, the person for him to be afraid of
is some ignorant antagonist who has never had a
sword in his hand before he doesnt do the thing
he ought to do, and so the expert isnt prepared
for him he does the thing he ought not to do and
often it catches the expert out and ends him on
the spot. Mark Twain
42
Employees Are there enough weird people in the
lab these days? V. Chmn., pharmaceutical house,
to a lab director (06.01)
43
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)
44
Innovation Source No. 1 PPPs/Personally
Pissed-off People Branson started Virgin
Atlantic because flying other airlines was so
dreadful. Fortune/05.13.2002 And there is no
No. 2!
45
Suppliers There is an ominous downside to
strategic supplier relationships. An SSR supplier
is not likely to function as any more than a
mirror to your organization. Fringe suppliers
that offer innovative business practices need not
apply. Wayne Burkan, Wide Angle Vision Beat
the Competition by Focusing on Fringe
Competitors, Lost Customers, and Rogue Employees
46
As Francois Dalle, the chairman of LOreal, puts
it, the planner must catch what is barely
beginning. Source Jean-Marie Dru, Disruption
47
Renewal The Weird 10 The High S.D.
Enterprise/Individual Pioneer Weird
Acquisitions Pioneer Customers Alliance
Partners Measure the Portfolios S.D. Divide
Conquer/Sell-by Lessons from the Bees, Sir
Richard, Gary H. Pioneer Assignments/Pioneer
Projects F2F K2K Hire Weird
Diversity/Train Weird/Promote Weird/Pay Gobs
Promote Fast Cherish Six Sigma
Talent/Appoint a Weird Board Weed Un-weird One
Sigma Talent, etc. Hang out with Weird
Univ. of Weird/Lunch with Weird/ Read Surf
Weird/Vacate Weird R.A.F. to R.F.A. to F.F.F.
O.O.D.A. Loops/Prototyping Mania Sense of
Humor Rhapsodize Over Thine Failures Re-enforce
a Culture of Disrespect/Piracy
48
II. NEW BUSINESS. NEW TECH.
49
3. The White Collar Revolution the Death of
Bureaucracy.
50
108 X 5 vs. 8 X 1 540 vs. 8 (-98.5)
51
E.g. Jeff Immelt 75 of admin, back room,
finance digitalized in 3 years. Source BW
(01.28.02)
52
IBMs Project eLiza! Self-bootstrapping/
Artilects
53
Unless mankind redesigns itself by changing our
DNA through altering our genetic makeup,
computer-generated robots will take over the
world. Stephen Hawking, in the German magazine
Focus
54
4. IS/ IT/ Web On the Bus or Off the Bus.
55
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.
56
Ebusiness is about rebuilding the organization
from the ground up. Most companies today are not
built to exploit the Internet. Their business
processes, their approvals, their hierarchies,
the number of people they employ all of that is
wrong for running an ebusiness. Ray Lane,
Kleiner Perkins
57
100 square feet
58
Impact No. 1/ Logistics Distribution
WalMart Dell Amazon.com Autobytel.com
FedEx UPS Ryder Cisco Etc. Etc. Ad
Infinitum.
59
Autobytel 400. WalMart 13. Source
BW(05.13.2002)
60
WebWorld Everything Web as a way to run your
businesss innards Web as connector for your
entire supply-demand chain Web as spiders web
which re-conceives the industry Web/B2B as
ultimate wake-up call to commodity
producers Web as the scourge of slack,
inefficiency, sloth, bureaucracy, poor customer
data Web as an Encompassing Way of Life Web
Everything (P.D. to after-sales) Web forces you
to focus on what you do best Web as entrée, at
any size, to Worlds Best at Everything as next
door neighbor
61
Dawn Meyerreicks, CTO of the Defense
Intelligence Systems Agency, made one of the most
fateful military calls of the 21st century. After
9/11 her office quickly leased all the
available transponders covering Central Asia. The
implications should change everything about U.S.
military thinking in the years ahead. The U.S.
Air Force had kicked off its fight against the
Taliban with an ineffective bombing campaign, and
Washington was anguishing over whether to send in
a few Army divisions. Donald Rumsfeld told Gen.
Tommy Franks to give the initiative to 250
Special Forces already on the ground. They used
satellite phones, Predator surveillance drones,
and GPS- and laser-based targeting systems to
make the air strikes brutally effective. In
effect, they Napsterized the battlefield by
cutting out the middlemen (much of the militarys
command and control) and working directly with
the real players. The data came in so fast that
HQ revised operating procedures to allow
intelligence analysts and attack planners to work
directly together. Their favorite tool,
incidentally, was instant messaging over a secure
network.Ned Desmond/Broadbands New Killer
App/Business 2.0/ OCT2002
62
Case CRM
63
Anne Busquet/ American Express Not Age of the
Internet Is Age of Customer Control
64
The Web enables total transparency. People with
access to relevant information are beginning to
challenge any type of authority. The stupid,
loyal and humble customer, employee, patient or
citizen is dead. Kjell Nordström and Jonas
Ridderstråle, Funky Business
65
Welcome to D.I.Y. Nation Changes in business
processes will emphasize self service. Your costs
as a business go down and perceived service
goes up because customers are conducting it
themselves. Ray Lane, Oracle
66
Amen! The Age of the Never Satisfied
Customer Regis McKenna
67
CRM has, almost universally, failed to live up
to expectations. Butler Group (UK)
68
CGEY (Paul Cole) Pleasant Transaction vs.
Systemic Opportunity. Better job of what we do
today vs. Re-think overall enterprise strategy.
69
Theres no use trying, said Alice. One cant
believe impossible things. I daresay you
havent had much practice, said the Queen. When
I was your age, I always did it for half an hour
a day. Why, sometimes Ive believed as many as
six impossible things before breakfast. Lewis
Carroll
70
Inet allows you to dream dreams you could
never have dreamed before!
71
Dont rebuild. Reimagine. The New York Times
Magazine on the future of the WTC space in Lower
Manhattan/09.08.2002
72
Supposejust supposethat the Web is a new world
were just beginning to inhabit. Were like the
earlier European settlers in the United States,
living on the edge of the forest. We dont know
whats there and we dont know exactly what we
need to do to find out Do we pack mountain
climbing gear, desert wear, canoes, or all three?
Of course while the settlers may not have known
what the geography of the New World was going to
be, they at least knew that there was a
geography. The Web, on the other hand, has no
geography, no landscape. It has no distance. It
has nothing natural in it. It has few rules of
behavior and fewer lines of authority. Common
sense doesnt hold here, and uncommon sense
hasnt yet emerged. David Weinberger, Small
Pieces Loosely Joined
73
III. NEW BUSINESS. NEW VALUE PROPOSITION.
74
5. The PSF Solution The Professional Service
Firm Model.
75
So what will be the Basic Building Block of the
New Org?
76
Every job done in W.C.W. is also done outside
for profit!
77
Answer PSF! Professional Service
Firm Department Head to Managing Partner,
HR IS, etc. Inc.
78
eHR/PCC All HR on the Web Productivity
Consulting Center Source E-HR A Walk through a
21st Century HR Department, John Sullivan, IHRIM
79
Model PSF
80
(1) Translate ALL departmental
activities into discrete W.W.P.F.
Products. (2) 100 go on the Web. (3)
Non-awesome are outsourced (75??). (4)
Remaining Centers of Excellence are
retained leveraged to the hilt!
81
Typically in a mortgage company or financial
services company, risk management is an
overhead, not a revenue center. Weve become more
than that. We pay for ourselves, and we actually
make money for the company.Frank Eichorn,
Director of Credit Risk Data Management Group,
Wells Fargo Home Mortgage (Source sas.com)
82
6. The Heart of the Value Added Revolution PSFs
Unbound/ The Solutions Imperative.
83
Base Case The Sameness Trap
84
While everything may be better, it is also
increasingly the same. Paul Goldberger on
retail, The Sameness of Things, The New York
Times
85
We make over three new product announcements a
day. Can you remember them? Our customers
cant! Carly Fiorina
86
Customers will try low cost providers
because the Majors have not given them any clear
reason not to. Leading Insurance Industry
Analyst
87
The surplus society has a surplus of similar
companies, employing similar people, with similar
educational backgrounds, coming up with similar
ideas, producing similar things, with similar
prices and similar quality. Kjell Nordström
and Jonas Ridderstråle, Funky Business
88
The Big Day!
89
09.11.2000 HP bids 18,000,000,000 for
PricewaterhouseCoopers consulting business!
90
These days, building the best server isnt
enough. Thats the price of entry. Ann
Livermore, Hewlett-Packard
91
Gerstners IBM Systems Integrator of choice.
Global Services 35B. Pledge/99 Business
Partner Charter. 72 strategic partners, aim for
200. Drop many in-house programs/products.
(BW/12.01).
92
We want to be the air traffic controllers of
electrons. Bob Nardelli, GE Power Systems
93
Customer Satisfaction to Customer
Success Were getting better at Six Sigma
every day. But we really need to think about the
customers profitability. Are customers bottom
lines really benefiting from what we provide
them? Bob Nardelli, GE Power Systems
94
Keep In Mind Customer Satisfaction versus
Customer Success
95
Omnicom 57 (of 6B) from marketing services
96
Customers will try low cost providers
because the Majors have not given them any clear
reason not to. Leading Insurance Industry
Analyst
97
Getting Beyond Lip Service! No longer are we
only an insurance provider. Today, we also
offer our customers the products and services
that help them achieve their dreams, whether its
financial security, buying a car, paying for home
repairs, or even taking a dream vacation.Martin
Feinstein, CEO, Farmers Group
98
Core Logic (1) 108X5 to 8X1/ eLiza/ 100sf.
(2) Dept. to PSF/ WWPF. (3) V.A. via PSFs
Unbound/ Solutions/ Customer Success.
99
IV. NEW BUSINESS. NEW BRAND.
100
7. A World of Scintillating/ Awesome/ WOW
Experiences.
101
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
102
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
103
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
104
Bob Lutz I see us as being in the art business.
Art, entertainment and mobile sculpture, which,
coincidentally, also happens to provide
transportation. Source NYT 10.19.01
105
Car designers need to create a story. Every car
provides an opportunity to create an adventure.
The Prowler makes you smile. Why? Because its
focused. It has a plot, a reason for being, a
passion. Freeman Thomas, co-designer VW Beetle
designer Audi TT
106
Hmmmm(?) Only Words Story Adventure Smile
Focus Plot Passion
107
8. Experiences Embracing the Dream Business.
108
DREAM A dream is a complete moment in the life
of a client. Important experiences that tempt the
client to commit substantial resources. The
essence of the desires of the consumer. The
opportunity to help clients become what they want
to be. Gian Luigi Longinotti-Buitoni
109
Common Products Dream Products Maxwell
House Starbucks BVD
Victorias Secret Payless
Ferragamo Hyundai
Ferrari Suzuki
Harley Davidson Atlantic City
Acapulco New Jersey
California Carter
Kennedy Conners
Pele CNN
Millionaire Source Gian Luigi Longinotti-Buitoni
110
Emotional Design that Interprets Dreams Zero
defects Only the starting point. Love at first
sight. Design for the five senses. Develop to
expand the Main Dream. Design so as to seduce
through the peripheral senses. Source Gian
Luigi Longinotti-Buitoni
111
The marketing of Dreams (Dreamketing) Dreamketing
Touching the clients dreams. Dreamketing The
art of telling stories and entertaining. Dreamketi
ng Promote the dream, not the product. Dreamketin
g Build the brand around the main
dream. Dreamketing Build the buzz, the hype,
the cult. Source Gian Luigi Longinotti-Buitoni
112
Building the Creative
Organization Choose a creator The cultural
leader who gives the company an aesthetic point
of view. Hire eclectically Hire collaborators
with different cultures and past histories in
order to balance rigor with emotion. Prepare
vertically Develop a rigorous understanding of
the product and the client. Develop horizontally
Promote curiosity in unrelated disciplines. Lead
emotionally Engender passionate dedication
through vision and freedom. Build for the long
haul Creativity requires a lifetime
commitment. Source Gian Luigi Longinotti-Buitoni
113
Constantly Magnify Perceived Value Maximize your
value-added by fulfilling the dreams of your
clients. Only invest in what is valuable for your
client. Dont let the short-term results weaken
the long-term value of your brand. Balance
rigorous control of the financial endeavor with
the emotional management of your brand. Build a
financial structure that allows risk-taking NO
RISKSNO DREAMS. Establish long-term price
power in order to avoid the trap of the
commodity product. Source Gian Luigi
Longinotti-Buitoni
114
9. The Mostly Ignored Soul of Experiences
Design Rules!
115
Designs place in the universe.
116
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
117
Design is treated like a religion at
BMW. Fortune
118
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation. Steve Jobs
119
Bottom Line.
120
Design is WHAT WHY I LOVE. LOVE.
121
Design is WHY I GET MAD. MAD.
122
Design is never neutral.
123
Hypothesis DESIGN is the principal difference
between love and hate!
124
THE BASE CASE I am a design fanatic. Though
not artistic, I love cool stuff. But it
goes much further, far beyond the personal.
Design has become a professional obsession. I
SIMPLY BELIEVE THAT DESIGN PER SE IS THE
PRINCIPAL REASON FOR EMOTIONAL ATTACHMENT or
detachment RELATIVE TO A PRODUCT OR SERVICE OR
EXPERIENCE. Design, as I see it, is arguably
the 1 DETERMINANT of whether a
product-service-experience stands out or
doesnt. Furthermore, its one of those things
that damn few companies put consistently on
the front burner.
125
Message (?????) Men cannot design for womens
needs.
126
Perhaps the macho look can be interesting if
you want to fight dinosaurs. But now to survive
you need intelligence, not power and aggression.
Modern intelligence means intuitionits female.
Source Philippe Starck, Harvard Design
Magazine (Summer 1998)
127
10. Women Roar.
128
????????? Home Furnishings 94 Vacations 92
(Adventure Travel 70/ 55B travel
equipment) Houses 91 D.I.Y. (home projects)
80 Consumer Electronics 51 Cars 60
(90) All consumer purchases 83 Bank Account
89 Health Care 80
129
4.8T gt Japan 9M/27.5M/3.6T gt Germany
130
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.) Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
131
Carol Gilligan/ In a Different Voice Men Get
away from authority, family Women Connect Men
Self-oriented Women Other-oriented Men
Rights Women Responsibilities
132
FemaleThink/ Popcorn Men and women dont think
the same way, dont communicate the same way,
dont buy for the same reasons. He simply
wants the transaction to take place. Shes
interested in creating a relationship. Every
place women go, they make connections.
133
Read This Barbara Allan Peases Why Men Dont
Listen Women Cant Read Maps
134
It is obvious to a woman when another woman is
upset, while a man generally has to physically
witness tears or a temper tantrum or be slapped
in the face before he even has a clue that
anything is going on. Like most female mammals,
women are equipped with far more finely tuned
sensory skills than men. Barbara Allan
Pease, Why Men Dont Listen Women Cant Read
Maps
135
Resting State 30, 90 A woman knows her
childrens friends, hopes, dreams, romances,
secret fears, what they are thinking, how they
are feeling. Men are vaguely aware of some short
people also living in the house. Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
136
As a hunter, a man needed vision that would
allow him to zero in on targets in the distance
whereas a woman needed eyes to allow a wide arc
of vision so that she could monitor any predators
sneaking up on the nest. This is why modern men
can find their way effortlessly to a distant pub,
but can never find things in fridges, cupboards
or drawers. Barbara Allan Pease, Why Men
Dont Listen Women Cant Read Maps
137
Female hearing advantage contributes
significantly to what is called womens
intuition and is one of the reasons why a woman
can read between the lines of what people say.
Men, however, shouldnt despair. They are
excellent at imitating animal sounds. Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
138
Senses Vision Men, focused Women,
peripheral. Hearing Womens discomfort level I/2
mens. Smell Women gtgt Men. Touch Most sensitive
man lt Least sensitive women. Source Martha
Barletta, Marketing to Women
139
Emotional Design that Interprets Dreams Zero
defects Only the starting point. Love at first
sight. Design for the five senses. Develop to
expand the Main Dream. Design so as to seduce
through the peripheral senses. Source Gian
Luigi Longinotti-Buitoni
140
Read This Book EVEolution The Eight Truths
of Marketing to Women Faith Popcorn Lys
Marigold
141
EVEolution Truth No. 1 Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
142
The Connection Proclivity in women starts
early. When asked, How was school today? a girl
usually tells her mother every detail of what
happened, while a boy might grunt, Fine.
EVEolution
143
What If What if ExxonMobil or Shell dipped
into their credit card database to help commuting
women interview and make a choice of car pool
partners? What if American Express made a
concerted effort to connect up female
empty-nesters through on-line and off-line
programs, geared to help women re-enter the
workforce with todays skills? EVEolution
144
Mattel Sees Untapped Market for Blocks Little
GirlsHeadline, WSJ/04.06.02 Last year more
than 90 of Lego sets purchased were for boys.
Mattel says Ellowith interconnecting plastic
squares, balls, triangles, squiggles, flowers and
sticks, in pastel colors and with rounded
cornerswill go beyond Legos linear play
patterns.
145
Women dont buy brands. They join
them. EVEolution
146
Not! Year of the Woman
147
Enterprise Reinvention! Recruiting Hiring/Rewardi
ng/Promoting Structure Processes Measurement Stra
tegy Culture Vision Leadership THE BRAND ITSELF!
148
STATEMENT OF PHILOSOPHY I am a businessperson.
An analyst. A pragmatist. The enormous social
good of increased womens power is clear to me
but it is not my bailiwick. My game is
haranguing business leaders about my fact-based
conviction that womens increasing power
leadership skills and purchasing power is the
strongest and most dynamic force at work in the
American economy today. Dare I say it as a
long-time Palo Alto resident THIS IS EVEN
BIGGER THAN THE INTERNET! Tom Peters
149
Ad from Furniture /Today (04.01) MEET WITH THE
EXPERTS! How Retailings Most Successful Stay
that Way Presenting Experts M 16 F ??
(94 272)
150
0
151
Please just one couch or chair where my feet
hit the ground! Owner, 5 furniture stores, UK
152
Amazing, now that I think about it. A bunch of
guys --developers, architects, contractors,
engineers, bankers--sitting around designing
shopping centers. And the end users will be
overwhelmingly women!
153
Stupid!
154
Notes to the
CEO --Women are not a niche so get this out
of the Specialty Markets group. --The
competition is starting to catch on. (E.g.
Nike, Nokia, Wachovia, Ford, Harley-Davidson,
Jiffy Lube, Charles Schwab, Citigroup,
Aetna.) --If you dip your toes in the water,
what makes you think youll get splashy
results? --Bust through the walls of the
corporate silos. --Once you get her, dont let
her slip away. --Women ARE the long run!
Source Martha Barletta, Marketing to Women
155
11. It all adds up to THE BRAND.
156
Logic 108X5 vs. 8X1/ Cost Center to W.W.P.F.
PSF/ PSF Unbound/ Satisfaction to Solutions
Success/ Sameness to Experiences Dreams
Design Womens Market/ Brand
157
The Heart of Branding
158
WHO ARE WE?
159
Most companies tend to equate branding with the
companys marketing. Design a new marketing
campaign and, voilà, youre on course. They are
wrong. The task is much bigger. It is about
fulfilling our potential not about a new logo,
no matter how clever. WHAT IS MY MISSION IN
LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW
DO I MAKE SURE THAT WHAT I HAVE TO OFFER THE
WORLD IS ACTUALLY UNIQUE? The brand has to give
of itself, the company has to give of itself, the
management has to give of itself. To put it
bluntly, it is a matter of whether or not you
want to be UNIQUE NOW. Jesper Kunde,
Unique Now or Never
160
WHATS OUR STORY?
161
We are in the twilight of a society based on
data. As information and intelligence become the
domain of computers, society will place more
value on the one human ability that cannot be
automated emotion. Imagination, myth, ritual -
the language of emotion - will affect everything
from our purchasing decisions to how we work with
others. Companies will thrive on the basis of
their stories and myths. Companies will need to
understand that their products are less important
than their stories. Rolf Jensen, Copenhagen
Institute for Future Studies
162
Apple opposes, IBM solves, Nike exhorts, Virgin
enlightens, Sony dreams, Benetton protests.
Brands are not nouns but verbs. Source
Jean-Marie Dru, Disruption
163
EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?
164
1st Law Mktg Physics OVERT BENEFIT (Focus 1 or
2 gt 3 or 4/One Great Thing. Source 1
Personal Passion) 2ND Law REAL REASON TO
BELIEVE (Stand Deliver!) 3RD Law DRAMATIC
DIFFERENCE Source Jump Start Your Business
Brain, Doug Hall
165
They consumer goods company have acquired a
bunch of products, which is what everyone is
doing. But whats the point, the message, the
story line, the Big Idea that makes it all
hang together? Exec, major consumer goods
company
166
WHY DOES IT MATTER TO THE CLIENT?
167
EXACTLY HOW DO I PASSIONATELY CONVEY THAT
DRAMATIC DIFFERENCE TO THE CLIENT ?
168
VI. NEW BUSINESS. NEW YOU.
169
12. Re-inventing the Individual Brand You/ You
Inc./ Free Agent Nation (Or Else.)
170
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
171
13. Toward Work that Matters The WOW Project.
172
Lets make a dent in the universe.
Steve Jobs
173
The greatest danger for most of us is not that
our aim is too high and we miss it, but that it
is too low and we reach it. Michelangelo
174
Characteristics of the Also rans Minimize
risk Respect the chain of command Support the
boss Make budget Fortune, article on Most
Admired Global Corporations
175
14. Boss Job One The Talent Obsession.
176
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
177
Model 25/8/53 Sports Franchise GM
178
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
179
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
180
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
181
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
182
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
183
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 12/2000
184
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure Title, Special Report,
Business Week, 11.20.00
185
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
186
Opportunity!
  • 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

187
MantraM3 Talent Brand
188
Whats your companys EVP? Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
189
EVP Challenge, professional growth, respect,
satisfaction, opportunity, reward Source Ed
Michaels et al., The War for Talent
190
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
191
IX. NEW BUSINESS. NEW LEADERSHIP.
192
15. The Passion Imperative The Leadership50
193
The Basic Premise.
194
1. Leadership Is a Mutual Discovery Process.
195
Leaders-Teachers Do Not Transform People!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a
luxuriant portfolio of meaningful opportunities
(projects) which (3) allow people to fully (and
safely, mostlycaveat they dont engage unless
theyre mad about something) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams,
assisted by an extensive self-constructed
network) by which those people (5) go to-create
places they (and their mentors-teachers-leaders)
had never dreamed existedand then the
leaders-mentors-teachers (6) applaud like hell,
stage photo-ops, and ring the church bells 100
times to commemorate the bravery of their
followers explorations!
196
Ninety percent of what we call management
consists of making it difficult for people to get
things done. P.D.
197
I dont know.
198
The Leadership Types.
199
2. Great Leaders on Snorting Steeds Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
200
25/8/53
201
3. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
202
A leader is a dealer in hope. Napoleon
(TPs writing room pics)
203
4. Find the Businesspeople! (Type III
Leadership)
204
I.P.M. (Inspired Profit Mechanic)
205
5. All Organizations Need the Golden Leadership
Triangle.
206
The Golden Leadership Triangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic.
207
6. Leadership Mantra 1 IT ALL DEPENDS!
208
Renaissance Men are a snare, a myth, a delusion!
209
7. The Leader Is Rarely/Never the Best Performer.
210
The Leadership Dance.
211
8. Leaders SHOW UP!
212
9. Leaders LOVE the MESS!
213
If things seem under control, youre just not
going fast enough. Mario Andretti
214
10. Leaders DO!
215
The Kotler Doctrine 1965-1980
R.A.F. (Ready.Aim.Fire.) 1980-1995
R.F.A. (Ready.Fire!Aim.) 1995-????
F.F.F. (Fire!Fire!Fire!)
216
Strategy meetings held once or twice a year to
Strategy meetings needed several times a week
Source New York Times on Meg Whitman/eBay
217
11. Leaders Re-do.
218
If Microsoft is good at anything, its avoiding
the trap of worrying about criticism. Microsoft
fails constantly. Theyre eviscerated in public
for lousy products. Yet they persist, through
version after version, until they get something
good enough. Then they leverage the power theyve
gained in other markets to enforce their
standard. Seth Godin, Zooming
219
12. BUT Leaders Know When to Wait.
220
Tex Schramm The too hard box!
221
13. Leaders Are Optimists.
222
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
223
14. BUT Leaders Are Realists/Leaders Win
Through LOGISTICS!
224
15. Leaders DELIVER!
225
It is no use saying We are doing our best. You
have got to succeed in doing what is necessary.
WSC
226
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 playedor does she keep wandering
back to strategy or philosophy? Larry Bossidy,
Honeywell/AlliedSignal, in Execution
227
16. Leaders FOCUS!
228
To Dont List
229
17. Leaders Set CLEAR DESIGN SPECS.
230
Danger S.I.O. (Strategic Initiative Overload)
231
JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(Throughout) TALENT JACK!
232
18. Leaders Send V-E-R-Y Clear Signals About
Design Specs!
233
Ridin with Roger What have you done to
DRAMATICALLY IMPROVE quality in the last 90 days?
234
Its Relationships, Stupid.
235
19. Leaders Trust in TRUST!
236
Credibility!
237
If It Aint Broke Break It.
238
20. Leaders FORGET!/ Leaders DESTROY!
239
Cortez!
240
21. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

241
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)
242
22. Leaders HONOR THE USURPERS.
243
Saviors-in-Waiting Disgruntled
Customers Upstart Competitors Rogue
Employees Fringe Suppliers Wayne Burkan, Wide
Angle Vision
244
23. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
245
Fail faster. Succeed sooner. David Kelley/IDEO
246
24. Leaders Make BIG MISTAKES!
247
Reward excellent failures. Punish mediocre
successes. Phil Daniels, Sydney exec
248
Create.
249
25. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
250
No one ever made it into the Business Hall of
Fame on a record of line extensions.
251
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
252
26. Leaders Make Their Mark / Leaders Do
Stuff That Matters
253
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
254
27. Leaders Push Their Organizations W-a-y Up the
Value-added/ Intellectual Capital Chain
255
09.11.2000 HP bids 18,000,000,000 for
PricewaterhouseCoopers Consulting business!
256
28. Leaders LOVE the New Technology!
257
100 square feet
258
29. Needed? Type IV Leadership Technology
Dreamer-True Believer
259
The Golden Leadership Quadrangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic. (4) Technology
Dreamer-True Believer
260
Talent.
261
30. When It Comes to TALENT Leaders Always
Swing for the Fences!
262
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
263
31. Leaders Manage Their EVP/Internal Brand
Promise.
264
MantraM3 Talent Brand
265
32. Leaders LOVE RAINBOWS for Pragmatic Reasons.
266
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
267
Passion.
268
33. Leaders Out Their PASSION!
269
G.H. Create a cause, not a business.
270
34. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
271
BZ I am a Dispenser of Enthusiasm!
272
35. Leaders Focus on the SOFT STUFF!
273
Soft Is Hard - ISOE
274
The Job of Leading.
275
36. Leaders Know Its ALL SALES ALL THE TIME.
276
TP If you dont LOVE SALES find another life.
(Dont pretend youre a leader.) (See TPs
The Project50.)
277
37. Leaders LOVE POLITICS.
278
TP If you dont LOVE POLITICS find another
life. (Dont pretend youre a leader.)
279
38. But Leaders Also Break a Lot of China
280
39. Leaders Give RESPECT!
281
  • 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

282
40. Leaders Say Thank You.
283
The two most powerful things in existence a
kind word and a thoughtful gesture. Ken
Langone, CEO, Invemed Associates from Ronna
Lichtenberg, Its Not Business, Its Personal
284
41. Leaders Are Curious.
285
TP/08.2001 The Three Most Important Letters
WHY?
286
42. Leadership Is a Performance.
287
It is necessary for the President to be the
nations No. 1 actor. FDR
288
43. Leaders Are The Brand
289
The BRAND lives (OR DIES) in the minutiae of
the leaders moment-to-moment actions.
290
44. Leaders Have a GREAT STORY!
291
Leaders dont just make products and make
decisions. Leaders make meaning. John Seeley
Brown
292
Introspection.
293
45. Leaders Enjoy Leading.
294
Warren, I know you want to be president. But
do you want to do president?
295
46. Leaders KNOW THEMSELVES.
296
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.)
297
47. But Leaders have MENTORS.
298
The Gospel According to TP Upon having the
Leadership Mantle placed upon thine head, thou
shalt never hear the unvarnished truth again!
(Therefore, thy needs one faithful compatriot to
lay it on with no jelly.)
299
48. Leaders Take Breaks.
300
Zombie! Zombie! Zombie! Zombie!
301
The End Game.
302
49. Leaders ???
303
LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES
304
50. Leaders Know WHEN TO LEAVE!
305
XI. NEW BUSINESS. NEW RULES.
306
15/Bonus Toms 60TIBs TIB This I
Believe
307
1. TECHNICOLOR RULES! (Passion Moves
Mountains!) 2. Audacity Matters! 3. Revolution
Now! 4. Question Authority! ( Hire
Disrespectful People.) 5. Disorganization Wins!
(LOVE THE MESS!)
308
6. Think 3M Markets Matter Most. ONLY EXTREME
COMPETITION STAVES OFF STALENESS. (You can
take the boy out of Silicon Valley, but you cant
take Silicon Valley out of the boy!) 7. Three
Hearty Cheers for Weirdos. (Bill Gates, Steve
Jobs, Larry Ellison, Scott McNealy, Craig
Venter et al.) 8. Message 2003 Technology
Change (Info-sciences, Biosciences) Is in Its
Infancy! (WE AINT SEEN NOTHIN YET!) 9.
Everything Is Up For Grabs! Volatility Is Thy
Name! (Forever Ever. Amen.) RE-INVENT OR
DIE! 10. Big Sucks. (Mostly.) (VERY Mostly.)
309
11. Permanence Is a Snare a Delusion.
(Forget Built to Last. Its Yesterdays
Idea.) 12. Kaizen (Continuous Improvement) Is
Dangerous. 13. DESTRUCTION RULES! 14. Forget
It! (Learning Easy. Forgetting Nigh
on Impossible.) 15. Innovation Is Easy Hang Out
with Freaks. (Employees, Board Members,
Customers, Suppliers, Alliance Partners,
Consultants.)
310
16. Boring Begets Boring. (Cool Begets Cool.) 17.
Think Portfolio. (Were All V.C.s.) 18.
Perception Is All There Is. (Insiders
ALWAYS overestimate the Radicalism of
What Theyre Up To.) 19. Action ALWAYS Takes
Precedence. Think R.F!A./Ready. Fire!
Aim. (REWARD SUCCESS. REWARD FAILURE.
PUNISH INACTION.) 20. He Who Makes
Tests the Quickest Coolest Prototypes
Reigns!
311
21. Haste Makes Waste. (SO GO WASTE!) 22.
Screwups are the Mark of Excellence.
(Do It Right the First Time Is a Very Stupid
Idea.) 23. Play Hard! Play Now! (Cherish
Play!) 24. TALENT TIME! (He/She Who Has the Best
Roster Rules!) 25. Re-do Education.
Totally. (FOSTER CREATIVITY NOT
UNIFORMITY.) (THE NOISIEST CLASSROOM WINS.)
312
26. Diversitys Hour Is Now! 27. SHE Is the
Best Leader! 28. MARKETING MANTRA Embrace the
BIG THREE Demographics. (1) SHE is the
Customer. (For everything.) (2) Rapidly
Aging Boomers Have ALL THE MONEY. (3)
Green Matters. (TRILLIONS OF Are at
Stake.) (NOBODY Gets It.) (Mere
Programs Will Not Suffice.) 29. Re-boot
Healthcare. (UNDERSTATEMENT.) 30. WHAT ARE WE
SELLING? Experiences Solutions gt
Quality Satisfaction. (The
Traditional Value-added Equation Is Being Set on
Its Ear.)
313
31. DESIGN New Seat of the Soul. 32. Branding
Is for EVERYONE. He Who Has the BEST
STORY Takes Home the Marbles. 33.
DRAMATIC DIFFERENCE Only Difference. 34.
WORDS/Language Matters a Lot. (E.g.
Three Hearty Cheers for Wow!) 35. WHAT MATTERS
IS STUFF THAT MATTERS. (Query 1 Are You
Proud of It?)
314
36. eALL. (IS/IT Half-way No Way.) 37. DREAM
Big! DREAM Enormous. DREAM Gargantuan.
(These Are XXXL Times.) 38. THINK MIKE!
(Michelangelo The greatest danger for
most of us is not that our aim is too high
and we miss it, but that it is too low and
we reach it.) 39. There Is Only ONE BIG ISSUE.
Cross- functional Communication. 40. Stop
Doing Dumb Shit. (SYSTEMATIZE THE PROCESS
OF UN-DUMBING.)
315
41. Beautiful Systems Are BEAUTIFUL. 42. The
WHITE-COLLAR REVOLUTION Will Devour
Everything in Its Path. 43. Take Charge of Your
Destiny! BrandYou Moment! DISTINCT OR
EXTINCT! 44. Powerlessness Is a State of Mind!
Think King. Gandhi. DeGaulle. 45. Pursue
Adventure in Every Task.
316
46. EXCELLENCE Is a State of Mind.
(Excellence Takes a Minute.) (No Bull.) 47. SHOW
UP! (If You Care, Youre There.) 48. YOUR
CALENDAR KNOWS ALL. (You Calendar.) (Mind
Your TO DONT List.) 49. LIFE IS SALES. (The
Rest Is Details.) 50. Boss Mantra 1 I DONT
KNOW. (I Dont Know Permission to
Explore.)
317
51. Management Role 1 GET OUT OF THE WAY.
(Clear the Way.) (Manager Hurdle Removal
Professional.) 52. Epitaph from Hell He Woulda
Done Some Truly Cool Stuff But His Boss
Wouldnt Let Him. 53. Change Takes However
Long You Think It Takes. (Eschew
Incrementalism.) 54. Respect! (Rule 1 Dont
Belittle!) 55. Thank You Trumps All!
318
56. Integrity Matters! Integrity Credibility.
(Dennis K. Is a Jerk.) 57. SOFT IS HARD. HARD
IS SOFT. (Numbers Are Soft. People Are
Not.) 58. Try Sunny! (Sunny Begets Sunny.
Gloomy Begets Gloomy.) 59. DISPENSE
ENTHUSIASM! 60. FUN Is Not a 4-Letter Word. So,
too JOY. (And GRACE.)
319
Have you changed civilization today? Source HP
banner ad
320
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