tom peters’ excellence. always. xalways/short master.632/12 september 2006

Tom Peters’Tom Peters’

EXCELLENCEXCELLENCE. ALWAYS.E. ALWAYS.

XAlways/XAlways/ShortShort MasterMaster..632632/12 September 2006/12 September 2006

Slides* at …

tompeters.comtompeters.com

*also “long”

TheThe Irreducible209+/Irreducible209+/Sales122/60TIBsSales122/60TIBs

1. 1. Hare 1, Tortoise 0.Hare 1, Tortoise 0. (Hare-y times.) (Hare-y times.)2. 2. Tempo.Tempo. (O.O.D.A.) (O.O.D.A.)3. 3. MBWA.MBWA.4. 4. Appreciation.Appreciation. (“Motivator” #1.) (“Motivator” #1.) (Can’t be faked. Good.)(Can’t be faked. Good.)5. 5. Decency.Decency.6. Hurry.6. Hurry.7. Time out.7. Time out.8. One matters. 8. One matters. 9. 9. Big change. Short time.Big change. Short time. (Alt not work.) (Alt not work.)10. Excellence. Always.10. Excellence. Always.11. 11. Passion. Energy. Hustle. Enthusiasm.Passion. Energy. Hustle. Enthusiasm. Exuberance.Exuberance. (Move mountains. No alt.) (Move mountains. No alt.)12. You must care.12. You must care.13. Emotion.13. Emotion.14. 14. Hard is soft.Hard is soft. (Soft is hard.) (Soft is hard.)

EXCELLENCE.EXCELLENCE.

ALL YOU NEED TO KNOW. ALL YOU NEED TO KNOW.

ExecutionExecution. (Discipline.)Accountability.Accountability.

Action, a Bias for.Action, a Bias for. (S.A.V./R.F.A.)Relentless.Relentless.

Experimentation.Experimentation. (“Innovate or Die.” “He who makes …”)Adaptability.Adaptability. (Plan B; “We eat …”)

“In the moment.”“In the moment.” (Bertolucci.)Senility.Senility.

Exuberance.Exuberance.Fun.Fun.

Technicolor. Wow!Wow! (Extreme Language.)Quest-Adventure.Quest-Adventure.

By Invitation.By Invitation.Talent. Roster.Talent. Roster. ($21M.)

Weird.Weird. (Hangin’ Out + Bottlenecks.)D-squared/“Dramatic Difference.”Dramatic Difference.”

Up-Up-Up the “VA Ladder.”Up-Up-Up the “VA Ladder.” Trifecta: Wow Projects-Brand You-PSF.Trifecta: Wow Projects-Brand You-PSF. (No Option.)

Design.Design.Women.Women.

4-404-40/D.E.A.615. (60TIBs; IRR209.)EXCELLENCE.EXCELLENCE.

That’s a

BigBig Number

THREE THREE BILLIONBILLION NEW NEW CAPITALISTSCAPITALISTS

—Clyde Prestowitz

“There is no job that

is America’s God-given

right anymore.”

—Carly Fiorina/HP/January2004

“Deutsche Bank Moves Half of Its Back-office Jobs to India”/

headline/FT/0327 (500 (500 of 900 of 900

ResearchResearch))

“Forget China, India and the

Internet: Economic Growth Is Driven

by WomenWomen.”

—Headline, Economist, April 15, 2006, Leader, page 14

EXCELLENCE. THE EXCELLENCE. THE

MANDATE.MANDATE.

““If you don’t If you don’t like change, like change,

you’re going to you’re going to like like irrelevanceirrelevance even less.”even less.” —General Eric

Shinseki, Chief of Staff. U. S. Army

““It is It is notnot the the strongest of the strongest of the

species that survives, species that survives, nornor the most the most

intelligent, but intelligent, but the the one most responsive one most responsive to changeto change.”.” —Charles Darwin

““The most The most successful successful

people are those people are those who who

are good at plan are good at plan B.”B.”

—James Yorke, mathematician, on chaos theory in The New Scientist

“Forbes100” from 1917 to 1987: 3939 members of the Class of ’17 were alive members of the Class of ’17 were alive

in ’87; 18 in ’87 F100; 18 F100 in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly “survivors” significantly

underunderpperformederformed the market; the market;

just just 22 (2%), (2%), GEGE & & KodakKodak, , outoutpperformederformed the market from the market from

1917 to 1987. 1917 to 1987.

S&P 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

“It is generally much easier to kill an kill an

organizationorganization than change it

substantially.” —Kevin Kelly, Out of Control

(Practical) ImplicationImplication?

“Go for it!”“Go for it!” (Why not—

alternative is slow death, at best)

C.E.O.C.E.O. to

C.D.O.C.D.O.

DYB.com

Keep Austin Keep Austin WeirdWeird

“Active mutators in placid times tend to die off. They

are selected against.

Reluctant Reluctant mutators in mutators in quickly quickly changing timeschanging times are are

also selected also selected againstagainst.” —Carl Sagan & Ann Druyan,

Shadows of Forgotten Ancestors

“Natural selection is death. ... Without huge amounts of death, organisms do not

change over time. ... Death is the mother of structure. ... It

took four billion years of death ... to invent the human

mind ...” — The Cobra Event

““The secret of fast The secret of fast progress is progress is

inefficiencyinefficiency, fast and , fast and furious and numerous furious and numerous

failures.”failures.” —Kevin Kelly

““Uncertainty is the Uncertainty is the only thing to be only thing to be sure of.”sure of.” –Anthony Muh,

head of investment in Asia, Citigroup Asset Management

““We are in a We are in a brawl with no brawl with no

rules.”rules.” —Paul Allaire

S.A.V.S.A.V.

““The Silicon Valley of The Silicon Valley of today is built less atop today is built less atop

the spires of earlier the spires of earlier triumphs than upon the triumphs than upon the

rubble of earlier rubble of earlier debacles.debacles.”” —Newsweek/Paul Saffo

TP#1*:

NetscapeNetscape!!

*Where would you rather have worked for those 5 yearsWhere would you rather have worked for those 5 years, Netscape or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you

rather to be able to tell someone—e.g., grandchild—that you worked?)

RMcK: “A lot of companies in the Valley fail.”

RN: “Maybe not enough fail.”“Maybe not enough fail.”

RMcK: “What do you mean by that?”

RN: “Whenever you fail, it“Whenever you fail, it means you’re trying means you’re trying new things.” new things.”

Source: Fast Company

““Wealth in this new regime Wealth in this new regime flows directly from innovation, flows directly from innovation,

not optimization. That is, not optimization. That is, wealth is not gained by wealth is not gained by

perfecting the known, perfecting the known, but by but by imperfectly seizing the imperfectly seizing the unknown.”unknown.” —Kevin Kelly, New Rules for

the New Economy

New Economy?!

Sergey + Sergey + Larry Larry > >

Harvard/Harvard/370370

““RewardReward excellent failures.

PunishPunish mediocre

successes.”Phil Daniels, Sydney exec

Joe J. Jones Joe J. Jones 1942 – 2006 1942 – 2006

HE WOULDA DONE SOME HE WOULDA DONE SOME

REALLY COOL STUFF REALLY COOL STUFF

BUT …BUT …

HIS BOSS WOULDN’T LET HIM! HIS BOSS WOULDN’T LET HIM!

““It is the foremost task—It is the foremost task—and responsibility—of our and responsibility—of our generation to re-imagine generation to re-imagine

enterprises and enterprises and institutions, publicinstitutions, public

and private.” and private.”from the back cover of Re-imagine!

EXCELLENCE. EXCELLENCE. STARTERS.STARTERS.HORRORS.HORRORS.

Radio City Music HallSeptember 2005

Franchise Lost!

TP: “How many of you [600] really

cravecrave a new Chevy?”

“Ford, GM and Chrysler do not just make cars expensively … they make bad

cars expensively.” —

Investec analyst, International Herald, 0805.06

Sluggish Sluggish ++ Obese Obese ++ Unimaginative Unimaginative ++ More More

Sluggish Sluggish ++ More Obese More Obese ++ More Unimaginative More Unimaginative ++ Even Even More Sluggish More Sluggish ++ Even More Even More

Obese Obese ++ Even More Even More

Unimaginative Unimaginative == NISSAN NISSAN ++ RENAULT RENAULT ++ GM GM = = Innovative Challenger for Innovative Challenger for

Toyota????Toyota????

Oh, Great …

Ford: Ford: Airplane Airplane

guy.guy.GM: CFO.GM: CFO.

Small cars HQ: Small cars HQ: LA.LA. Big cars HQ: Big cars HQ: Dallas.Dallas. Corporate HQ: Corporate HQ: Atlanta.Atlanta.

CEO: CEO: Roger Enrico Roger Enrico oror Lou Gerstner Lou Gerstner oror Meg Whitman.Meg Whitman. COO: COO: Bob Nardelli.Bob Nardelli.

Chairman: Chairman: George Steinbrenner George Steinbrenner oror Jack Welch Jack Welch oror Ross Perot. Ross Perot. Vice-chairman Vice-chairman

& CFO: & CFO: Warren Buffett.Warren Buffett.

Chief Marketing Officer: Chief Marketing Officer: Brenda Barnes.Brenda Barnes. Chief Branding Officer: Chief Branding Officer: Phil KnightPhil Knight

(or (or Howard SchultzHoward Schultz). Chief Innovation ). Chief Innovation Officer: Officer: Steve Jobs Steve Jobs oror Jeff Immelt. Jeff Immelt. Chief/Supply Chain: Raid Chief/Supply Chain: Raid Wal*MartWal*Mart or or CostCoCostCo or or Dell.Dell. Chief/Dealer Chief/Dealer

Relations: Relations: Carl Sewell.Carl Sewell.

“Not long ago, I heard one studio chief utter the

unthinkable: ‘What would ‘What would happen if I made a movie I happen if I made a movie I actually looked forward to actually looked forward to

seeing?’seeing?’”” —Peter Bart, Editor in Chief, Variety; former Paramount exec, “Hollywood’s Model Doesn’t

Produce Art, or Much Profit” (NYT/0721.06)

EXCELLENCE. EXCELLENCE. STARTERS.STARTERS.

BASICS.BASICS.

Did one of ’em ever turn to the other and say: “Wow, “Wow,

I wonder what I wonder what unimaginable new unimaginable new

tools, tools, otherwise not otherwise not ppossibleossible, will be , will be

brought forth brought forth for mfor myy daudaugghter Alice, ahter Alice, agge e

1717, because, because of this deal?” of this deal?”

P.P.C.E.E.E.P.P.C.E.E.E.

PPeople.eople.PProduct.roduct.CClients.lients.

EExecution.xecution.EEnthusiasm.nthusiasm.EExcellence.xcellence.

RRelentlessnesselentlessness. .

“One of my superstitions had always been when I started to

go anywhere or to do

anything, not to turn not to turn backback, or stop, until the

thing intended was accomplished.” —Grant

"The reasonable man adapts "The reasonable man adapts himself to the world. The himself to the world. The

unreasonable one persists in unreasonable one persists in trying to adapt the world to trying to adapt the world to

himself.himself. Therefore, all Therefore, all progress depends upon progress depends upon the unreasonable manthe unreasonable man.”.”

—GB Shaw, Man and Superman: The Revolutionists' Handbook.

RRelentlessness. elentlessness.

SSenility.enility.

Forget>“Learn”

“The problem is never how to get new, innovative

thoughts into your

mind, but how to get the old ones out.” —Dee Hock

Wanted* ** : Corporate Corporate Senility!Senility!

*Desperately!

** “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” —Dee Hock

EXCELLENCE. EXCELLENCE. THE WORD.THE WORD.

Synonyms

PurityPurityTranscendenceTranscendence

VirtueVirtueEleganceEleganceMajestyMajesty

Antonyms

Mediocrity

EXCELLENCE. EXCELLENCE.

GAMECHANGER.GAMECHANGER.

Excellence1982: The Bedrock “Eight Basics”

1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. Autonomy and 3. Autonomy and EntrepreneurshipEntrepreneurship4. Productivity Through 4. Productivity Through PeoPeopplele5. Hands On, Value-Driven5. Hands On, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight8. Simultaneous Loose-Tight Properties” Properties”

ExIn*: 1982-2002/Forbes.com

DJIA: $10,000 yields $85,000$85,000 EI: $10,000 yields $140,050$140,050

*Forbes/Excellence Index /Basket of 32 publicly traded stocks

GAMECHANGER.GAMECHANGER.(MAYBE.)(MAYBE.)

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 competitor’s profit sanctuaries.” “Entice your competitor into retreat.”

Approximately 640640 Index entries: Customer/s

(service, retention, loyalty), 44. People (employees, motivation, morale,

worker/s), 00. Innovation (product development, research &

development, new products), 00.

Them-UsThem-Us

“Them” “Us”

Strategy EXECUTIONEXECUTIONPlanning ActionActionMarketing Selling/SalesSelling/SalesMarkets CustomersCustomersCustomers ClientsClientsMicro-segmentation Big Stuff (Women, Boomers)Big Stuff (Women, Boomers)Cost minimization Revenue maximizationRevenue maximizationSynergy/“Efficiencies” DecentralizationDecentralization“Strategic” supplier Pioneering supplierPioneering supplierProcess ProjectProjectEffectiveness ExcellenceExcellenceMen WomenWomenLeadership Management + LeadershipManagement + LeadershipStandardization Exceptionalism (53 = 53)Exceptionalism (53 = 53)Big clients COOL clientsCOOL clientsPrestigious Board INTERESTING BoardINTERESTING Board

“Them” “Us”Big Mid-sizeMid-sizeGrowth by merger Organic growthOrganic growthBuy market share Create NEW marketsCreate NEW marketsEfficient, streamlined Value-creating “PSF”Value-creating “PSF” “department” Certainty-predictability Ambiguity-opportunityAmbiguity-opportunityFearful of losing Aggressive pursuitAggressive pursuit of winning of winningPlan PrototypePrototypeCareful evaluation Another prototypeAnother prototypeRevised plan Another prototypeAnother prototypePeople/Employees TalentTalentEffective HR department Rockin’ Talent Rockin’ Talent Development CenterDevelopment Center of Excellence of ExcellenceBenchmark against the Benchmark against theBenchmark against the “best”-“industry leader” “coolest”“coolest”

“Them” “Us”

Benchmark “Future”mark“Future”markOrderly career progression “Up or Out” (PDQ)“Up or Out” (PDQ)Head HeartHeartIQ EQEQ“Professional” PassionatePassionateStoic, humble leaders Noisy, emotionalNoisy, emotional “characters” in charge “characters” in chargeHire for Resume Hire for intangiblesHire for intangiblesMeasured-thoughtful Relentless, pig-headedRelentless, pig-headed approach determinationdeterminationTeamwork comes first Teamwork and disruptiveTeamwork and disruptive individuals equal individuals equal billingbillingListen to customers Lead customersLead customersCustomer “involvement” Intimate-SeamlessIntimate-Seamless customer inter-twining customer inter-twining

“Them” “Us”MBM (Management MBWAMBWA by memo)MBA MFAMFAShareholder Value Great people-product ruleGreat people-product rule comes first Work smart Work hardWork hardBuilt to last Built to Rock the WorldBuilt to Rock the WorldReward successes Reward (EXCELLENT)Reward (EXCELLENT) failures failuresQuality first! Design 1TDesign 1TQuality first Innovation 1TInnovation 1THigh-quality Jaw-dropping ExperienceJaw-dropping Experience transactionCVs demo consistent CVs feature Magic CVs feature Magic MomentsMoments performanceGood grades Cool stuffCool stuff Operational excellence World-rocking World-rocking INNOVATIONINNOVATION

“Them” “Us”Brand LovemarkLovemarkBest analysis wins Best STORY winsBest STORY wins“Beyond politics” Politics-is-life, thePolitics-is-life, the rest is details rest is detailsOutsource BestsourceBestsource“Motivate” Send on QUESTSSend on QUESTS“Motivate” InviteInviteMeasured language HOT languageHOT languageProduct-Service Gamechanging SOLUTION,Gamechanging SOLUTION, Thrilling EXPERIENCE, Thrilling EXPERIENCE, DREAM come true, DREAM come true, LOVEMARK LOVEMARKPastel Technicolor Technicolor Better DifferentDifferent“Mission success” “Mission EXCELLENCE”“Mission EXCELLENCE”Very good EXCELLENCE. ALWAYS.EXCELLENCE. ALWAYS.

good words.good words.Bad wordsBad words.

Words that may NOT be used in my presence:

“Motivate“Motivate””

“In the end, management doesn’t

change culture. Management

invitesinvites

the workforce itself to change the culture.”

—Lou Gerstner

Words that may NOT be used in my presence:

“Marketing“Marketing””

SellSellSellSellSellSell

ALWAYS.ALWAYS.

““Why in the Why in the world did world did you go to you go to SSiberiaiberia?”?”

The Peters Principles: Enthusiasm.Enthusiasm.

Emotion. Emotion. Excellence.Excellence. Energy. Energy. Excitement. Service. Growth. Excitement. Service. Growth.

Creativity. Imagination. Vitality. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Joy. Surprise. Independence. Spirit. Community. Limitless Spirit. Community. Limitless human potential. Diversity. human potential. Diversity. Profit.Profit. Innovation. Design. Innovation. Design.

Quality. Entrepreneurialism. Quality. Entrepreneurialism. Wow.Wow.

Business* ** (*at its best): An emotional, An emotional, vital, innovative, joyful, vital, innovative, joyful,

creative, entrepreneurial creative, entrepreneurial endeavor that elicits endeavor that elicits

maximum concerted human maximum concerted human potential in the potential in the

wholehearted servicewholehearted service of others of others.***

**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

DEFINED.DEFINED.

Great Companies … SETSET THETHE

AGENDAAGENDA.*

(PERIOD.)

* “disturb the sleep of …

AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers

US Steel … Ford … US Steel … Ford … ToyotaToyota … Sears … … Sears … GM … ITT …GM … ITT … The Gap …The Gap … Limited …Limited …

Wal*MartWal*Mart …… TescoTesco …… P&G … 3M …P&G … 3M … IntelIntel … IBM …… IBM … AppleApple …… NokiaNokia ……

CiscoCisco … … DellDell … MCI … Sun …… MCI … Sun … MicrosoftMicrosoft …… GoogleGoogle … Enron …… Enron …

SchwabSchwab …… GEGE … Laker … … Laker … Southwest Southwest … People Express …… People Express … OgilvyOgilvy …… VirginVirgin

…… eBayeBay …… AmazonAmazon … Sony… Sony …… AmgenAmgen …… BMWBMW … CNN … … CNN … NikeNike

Built to Last vs Built for Impact

“But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The

Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it

will become ever more fleeting. The ultimate The ultimate aim of a business oraim of a business orgganization, an anization, an artist, an athlete or a stockbroker artist, an athlete or a stockbroker may be to exmay be to expplode in a dramatic lode in a dramatic frenzfrenzyy of value creation durin of value creation duringg a a

short space of time, rather than to short space of time, rather than to live foreverlive forever.”.” —Kjell Nordström and Jonas Ridderstråle,

Funky Business

YOU & ME.YOU & ME.

“The The FirstFirst stepstep in a in a ‘dramatic’ ‘dramatic’

‘organizational change ‘organizational change program’ is obvious—program’ is obvious—

dramaticdramatic personal personal changechange!”!” —RG

“Work on me

first.” —Kerry Patterson,

Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations

VALUE VALUE ADDED ADDED

REVENUE.REVENUE.MATTERS.MATTERS.

MOST.MOST.

““Analysts … preferred cost cuttingAnalysts … preferred cost cutting, as long as they could see two or three years of EPS growth. I

preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so many got caught, and

earnings went to hell. They said, They said, ‘Oh my gosh, you ‘Oh my gosh, you need revenues to need revenues to

grow earnings over grow earnings over time.’ time.’

Well, Duh!Well, Duh!”” —Dick Kovacevich, Wells

SELL. SELL. SELL.SELL.SELL.SELL.

. “Everyone “Everyone lives by lives by selling selling

something.”something.”

– Robert Louis Stevenson

SellSellSellSellSellSell

CCRRO*

*Chief Revenue Officer

Incidentally …Incidentally …

“TAKE THIS QUICK QUIZ: Who manages more Who manages more things at once?things at once? Who puts more effort into their Who puts more effort into their appearance?appearance? Who usually takes care of the Who usually takes care of the

details?details? Who finds it easier to meet new Who finds it easier to meet new people?people? Who asks more questions in a Who asks more questions in a

conversation?conversation? Who is a better listener?Who is a better listener? Who Who has more interest in communication skills?has more interest in communication skills? Who is more inclined to get involved?Who is more inclined to get involved? Who Who encourages harmony and agreement?encourages harmony and agreement? Who Who

has better intuition?has better intuition? Who works with a longer Who works with a longer ‘to do’ list?‘to do’ list? Who enjoys a recap to the day’s Who enjoys a recap to the day’s events?events? Who is better at keeping in touch Who is better at keeping in touch

with others?”with others?”

Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

VALUE ADDED.VALUE ADDED.UP THE LADDER.UP THE LADDER.

EXCELLENCE I. EXCELLENCE I.

SOLVE IT.SOLVE IT.

$55$55BB

And the “M” Stands for … ?

Gerstner’s IBM: “Systems Integrator of choice.”/BW

(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )

IBM Global ServicesIBM Global Services* (*Integrated Systems

Services Corp.): $$55B55B

““Big Brown’s New Bag: UPSBig Brown’s New Bag: UPS

Aims to Be theAims to Be the Traffic Traffic Manager for Manager for CorCorpporate orate

AmericaAmerica”” —Headline/BW/2004

MasterCard MasterCard AdvisorsAdvisors

Gamechangging “Solutions”: Bet-the-Company

IBMIBMUPSUPS

XeroxXeroxMasterCardMasterCard

BestBuyBestBuy

I. LAN Installation Co. (3%)

II. Geek Squad. (30%.)

III. Acquired by BestBuy.

IV. Flagship of BestBuyFlagship of BestBuy Wholesale “Solutions” Wholesale “Solutions” Strategy Makeover. Strategy Makeover.

Huge: Customer

SatisfactionSatisfaction versus Customer

SuccessSuccess

EXCELLENCE.EXCELLENCE.NECESSITY.NECESSITY.

OPPORTUNITY. OPPORTUNITY.

“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of

irrelevance—disintermediation is just another way

of saying that … you’ve become

irrelevant to your

customers.”

—John Battelle/Point/Advertising Age/07.05

Chicago:

HRMACHRMAC

““support function” / support function” / “cost center”/ “cost center”/ “overhead”“overhead”

oror … …

Are you … ““Rock Rock Stars of the Stars of the

AAgge of Talente of Talent””

SOLVE IT.SOLVE IT. NO OPTION. NO OPTION.PSF. (PSF++)PSF. (PSF++)

Department Head

to …

ManaginManaging g

PartnerPartner, , ISIS [HR, R&D, etc.] IncInc..

Answer:

PSFPSF

Core Mechanism:“Game-changing Solutions”

PSFPSF (Professional Service Firm “model”/The Organizing Principle)

Brand YouBrand You(“Distinct” or “Extinct”/The Talent)

Wow! ProjectsWow! Projects (“Different” vs “Better”/The Work)

TheThe ““PSF35PSF35””:: Thirty-Five Thirty-Five

Professional Service Firm Professional Service Firm Marks of ExcellenceMarks of Excellence

The PSF35: The Work & The Legacy

1.1. CRYSTAL CLEAR POINT OF VIEWCRYSTAL CLEAR POINT OF VIEW

(E very Practice Group: “If you can’t explain your position in eight(E very Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin)words or less, you don’t have a position”—Seth Godin)2. 2. DRAMATIC DIFFERENCEDRAMATIC DIFFERENCE (“We are the only ones who do what (“We are the only ones who do what we do”—Jerry Garcia)we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “ “Best Team”—Fast) Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World)the World)6. Small “Uneconomic” Clients with Big Aims6. Small “Uneconomic” Clients with Big Aims7. Life Is Too Short to Work with Jerks (Fire lousy clients)7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. 8. OBSESSED WITH LEGACYOBSESSED WITH LEGACY (Practice Group and Individual: “Dent the (Practice Group and Individual: “Dent the Universe”—Steve Jobs)Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”10. Consistent with #9 above … 10. Consistent with #9 above … DO NOT SHY AWAY FROM THEDO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”WORD (IDEA) “RADICAL”

Pointed Pointed Point of Point of View!View!

R.POV8R.POV8**Remarkable Point Of View/8 Words or less/“If you can’t state your

position in eight words or less you don’t have a position.”—SG

The PSF35: The People & The Leadership

18. 18. TALENT FANATICSTALENT FANATICS (“Best-Coolest place to work”) (PERIOD) (“Best-Coolest place to work”) (PERIOD)19. 19. EYE FOR THE PECULIAREYE FOR THE PECULIAR (Hiring: Go beyond “same old, (Hiring: Go beyond “same old, same old”) same old”) 20. Early Opportunities (vs. “Wait your turn”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as21. Up or Out (Based on “Legacy”/Mentoring as much as “ “Billings”/“Rainmaking”)Billings”/“Rainmaking”)22. Slide the Old Aside/Make Room for Youth (Find oldsters22. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?)new roles?)23. 23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO DAY #“R” DAY #“R” [R = Retirement][R = Retirement]24. Office/Practice Leaders Evaluated Primarily on 24. Office/Practice Leaders Evaluated Primarily on Mentoring-Team Building SkillsMentoring-Team Building Skills25. 25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)26. Team Leadership Skills Valued Early26. Team Leadership Skills Valued Early27. Partner with B.I.W. [Best In World] Outsiders as Needed27. Partner with B.I.W. [Best In World] Outsiders as Needed and to Infuse Different Viewsand to Infuse Different Views

The PSF35: The Firm & The Brand

28. 28. EAT-SLEEP-BREATHE-OOZE INTEGRITYEAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is (“My life is my message”—Gandhi)my message”—Gandhi)29. Excellence+ in 29. Excellence+ in EXECUTIONEXECUTION … 100.00% of the Time … 100.00% of the Time (No such thing as a “small sins”/World Series Ring to(No such thing as a “small sins”/World Series Ring to the Batboy!) the Batboy!) 30. “Drop everything”/“Swarm” to Support a Harried-On30. “Drop everything”/“Swarm” to Support a Harried-On The Verge TeamThe Verge Team31. 31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR CIRQUE DU SOLEILCIRQUE DU SOLEIL32. 32. A PROPRIETARY METHODOLOGYA PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, (FBR, McKinsey, Chiat Day, IDEO, old EDS)old EDS)33. Web (Technology) Obsession33. Web (Technology) Obsession34. 34. BRAND/“LOVEMARK” MANIACSBRAND/“LOVEMARK” MANIACS (Organize Around a Point (Organize Around a Point of View Worth BROADCASTING: “You must be theof View Worth BROADCASTING: “You must be the change you wish to see in the world”—Gandhi)change you wish to see in the world”—Gandhi)3535. . PASSION! ENTHUSIASM!PASSION! ENTHUSIASM! (Passion & Enthusiasm have as (Passion & Enthusiasm have as much a place at the Head Table in a “PSF” as in amuch a place at the Head Table in a “PSF” as in a widgets factory: “You can’t behave in a calm, rationalwidgets factory: “You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic manner. You’ve got to be out there on the lunatic fringe”—Jack Welch)fringe”—Jack Welch)

The PSF35: The Firm & The Brand

28. 28. EAT-SLEEP-BREATHE-OOZE INTEGRITYEAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life (“My life is my message”—Gandhi)is my message”—Gandhi)

29. Excellence+ in 29. Excellence+ in EXECUTIONEXECUTION … 100.00% of the Time… 100.00% of the Time30. “Drop everything”/“Swarm” to Support a Harried-On30. “Drop everything”/“Swarm” to Support a Harried-On The Verge TeamThe Verge Team

31. 31. SPEND ON R&D LIKE A TECH FIRM.SPEND ON R&D LIKE A TECH FIRM.32. 32. A PROPRIETARY METHODOLOGYA PROPRIETARY METHODOLOGY (FBR, McKinsey, (FBR, McKinsey, Chiat Day, IDEO, old EDS)Chiat Day, IDEO, old EDS)

33. 33. BRAND MANIACSBRAND MANIACS (Organize Around a Point of View Worth(Organize Around a Point of View Worth BROADCASTING)BROADCASTING)

3434. . PASSION! ENTHUSIASM!PASSION! ENTHUSIASM!

35.35. EXCELLENCE. ALWAYS.EXCELLENCE. ALWAYS.

Answer:

PSFPSF

The New Enterprise Value-Added Equation/Mark2006

(1) 100% (1) 100% “WOW PROJECTS” “WOW PROJECTS” (New Org “DNA”/“The Work”)(New Org “DNA”/“The Work”)

++ (2) Incredible (2) Incredible “TALENT”“TALENT” Transformed intoTransformed into (3) Entrepreneurial (3) Entrepreneurial “BRAND YOUs”“BRAND YOUs” and and

(4) Launched on Awesome (4) Launched on Awesome “QUESTS FOR EXCELLENCE”“QUESTS FOR EXCELLENCE”

== (5) Internal (5) Internal “Rockin’ PSFs”“Rockin’ PSFs” (Staff Depts. Morphed into Wildly (Staff Depts. Morphed into Wildly

Innovative Innovative PProfessional rofessional SService ervice FFirms) … irms) … (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise

Value Proposition from “Superior Products & Services” to Value Proposition from “Superior Products & Services” to “ENCOMPASSING SOLUTIONS” “ENCOMPASSING SOLUTIONS” &&

“GAME-CHANGING CLIENT“GAME-CHANGING CLIENT SUCCESS” SUCCESS”

Big Idea/“Meta”-Idea/Premier “Engine of Value Added”

(1) (1) The TalentThe Talent: “Best Roster” of Entrepreneurial-: “Best Roster” of Entrepreneurial-minded minded Brand Yous.Brand Yous.

(2) (2) The (Virtual) OrganizationThe (Virtual) Organization: Internal or : Internal or External External “PSF”/Professional Service Firm“PSF”/Professional Service Firm

working with “Best Anywhere” = Engine of working with “Best Anywhere” = Engine of Value Added through the Application of Creative Value Added through the Application of Creative

“Intellectual Capital”“Intellectual Capital”

(3) (3) The Work ProductThe Work Product: “Game Changer”/ : “Game Changer”/ “Gaspworthy” “Gaspworthy” WOW ProjectsWOW Projects

Are you the …

““PrinciPrincippal al EnEnggineine of of

Value Added”Value Added”*E.g.: Your R&D budget as robust as the New Products team?

Static/Imitative

Integrity.Integrity.Quality.Quality.

Continuous Improvement.Continuous Improvement.Superior Service Superior Service (Exceeds Expectations.)(Exceeds Expectations.)

Completely Satisfactory Transaction.Completely Satisfactory Transaction.Smooth Evolution.Smooth Evolution.

Market Share.Market Share.

Dynamic/Different

Dramatic Difference!Dramatic Difference!Disruptive!Disruptive!

Insanely Great! Insanely Great! (Quality++++)(Quality++++)

Life-(Industry-)changing Experience!Life-(Industry-)changing Experience!Game-changing!Game-changing!

WOW!WOW!Surprise!Surprise!Delight!Delight!

Breathtaking!Breathtaking!Punctuated Equilibrium!Punctuated Equilibrium!

Market Creation!Market Creation!

EXCELLENCEEXCELLENCE = =

Flawless Flawless EXECUTIONEXECUTION + Continuous + Continuous IMPROVEMENTIMPROVEMENT

+ Brilliantly Trained + Brilliantly Trained PEOPLEPEOPLE

+Gamechanging Gamechanging QUESTSQUESTS + +

WEIRD WEIRD Rosters +Rosters + GASPWORTHYGASPWORTHY Results Results

ATTITUDE.ATTITUDE.TRANSFORMATION.TRANSFORMATION.

PSF.PSF.

“Purchasing Officer” Thrust #1: Cost (at All Costs*) Minimization

Professional? Or/to: FullFull Partner-Partner-Leader in Lifetime Leader in Lifetime

Value-added Value-added MaximizationMaximization?

(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)

HCare CIO: “Technology Executive” (workin’ in a hospital)

Or/to: Full-scale, Full-scale, AccountableAccountable (life or death)

Member-Partner of XYZ Member-Partner of XYZ Hospital’s Hospital’s Senior Senior HealinHealingg-Services -Services TeamTeam (who happens to be a techie)

PSF Transformation: Credit Department/Trek

Was Is

Credit Dept Financial ServicesFinancial Services

Hammer on dealers until Make dealers successful so theyMake dealers successful so theythey pay CAN payCAN pay

AR sold to 3rd party Trek is the commercial financialTrek is the commercial financialcommercial co. CompanyCompany

23 employees 12 employees12 employees

Oversee peak AR of $70M Oversee peak AR of $160MOversee peak AR of $160M

Identify risky dealers Identify opportunitiesIdentify opportunities

Cost Center Profit CenterProfit Center

No products Products: Consulting, MC/Visa,Products: Consulting, MC/Visa, Stored value of gift cards, Gift cardStored value of gift cards, Gift card peripherals, Online paymentsperipherals, Online payments

Source: John Burke/0330.06

Up,Up, Up,Up, Up, Up,

the Value-added Ladder.

The Value-added Ladder/Stuff ‘n’ Things

GoodsGoods Raw Materials Raw Materials

The Value-added Ladder/Stuff & Transactions

ServicesServicesGoods

Raw Materials

The Value-added Ladder/Opportunity-seeking

Gamechanging Gamechanging SolutionsSolutions

ServicesGoods

Raw Materials

EXCELLENCE II. EXCELLENCE II. EXPERIENCE IT.EXPERIENCE IT.

““Experiences Experiences are as distinct are as distinct

from services as from services as services are from services are from goods.”goods.” —Joe Pine & Jim Gilmore, The

Experience Economy: Work Is Theatre & Every Business a Stage

“The [Starbucks] Fix” Is on …

“We have “We have identified a identified a

‘third place.’‘third place.’ And

I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.” —Nancy Orsolini, District

Manager

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

The Value-added Ladder/Memorable Connection

Spellbinding Spellbinding ExperiencesExperiences

Gamechanging SolutionsServicesGoods

Raw Materials

CCXXOO**Chief eXperience Officer

EXCELLENCE. EXCELLENCE. DRAMATIC.DRAMATIC.

DIFFERENCE.DIFFERENCE.DOABLE.DOABLE.

This is notnot a “mature

category.”

This is an “undistinguishe

d category.”

$79$7988

$415$415/SqFt/Wal*Mart

$$798798/SqFt/Whole Foods

#1/10#1/1000

“Best Companies to Work for”/2005

WegmansWegmans

““It’s simple, really, It’s simple, really, Tom. Hire forTom. Hire for ss, ,

and, and, aboveabove allall, , ppromoteromote for for s.”s.”

—Starbucks middle manager/field

“A man without A man without a smiling face a smiling face

must not open a must not open a shop.”shop.” —Chinese Proverb

#1.#1.

Donnelly’s Donnelly’s Weatherstrip Weatherstrip

ServiceService

Weymouth MA

#1T.#1T.

Jim’s GroupJim’s Group

Jim Penman/“Empire Builders”/MT /

Jan/Feb 2006/Australia

The “Missing 900M”

Will the Boat Sink the Will the Boat Sink the Water: The Life of Water: The Life of China’s PeasantsChina’s Peasants

—Chen Guidi and Wu Chuntao

EXCELLENCE. EXCELLENCE. NO EXCUSES.NO EXCUSES.

WallopWal*Mart1WallopWal*Mart16*6*

*Or: Why it’s so ABSURDLY EASYABSURDLY EASY to BEATBEAT a GIANTGIANT Company

The “Small Guys” Guide: Wallop Wal*Mart16

**Niche-aimed.Niche-aimed. (Never, ever “all things for all people,” a “mini- (Never, ever “all things for all people,” a “mini-Wal*Mart.)Wal*Mart.)

**Never attack the monsters head on!Never attack the monsters head on! (Instead steal niche (Instead steal niche business and lukewarm customers.)business and lukewarm customers.)

**““DramaticallDramatically y DifferentDifferent”” (La Difference ... within our community, (La Difference ... within our community,

our industry regionally, etc … is as obvious as the end of one’s nose!) our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)(THIS IS WHERE MOST MIDGETS COME UP SHORT.)

**Compete on value/experience/intimacy, not price.Compete on value/experience/intimacy, not price. (You (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)

**Emotional bond with Clients, Vendors.Emotional bond with Clients, Vendors. (BEAT THE BIGGIES (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)ON EMOTION/CONNECTION!!)

**Hands-on, emotional leadership.Hands-on, emotional leadership. (“We are a great & (“We are a great & cool & intimate & joyful & dramatically different team working to cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible transform our Clients lives via Consistently Incredible Experiences!”)Experiences!”)

**A community star!A community star! (“Sell” local-ness per se. Sell the hell (“Sell” local-ness per se. Sell the hell out of it!)out of it!)

**An incredible experience, from the first to last An incredible experience, from the first to last moment—and then in the follow-up!moment—and then in the follow-up! (“These guys (“These guys are cool! They ‘get’ me! They love me!”)are cool! They ‘get’ me! They love me!”)

**DESIGN DRIVEN!DESIGN DRIVEN! (“Design” is a premier weapon-in- (“Design” is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the pursuit-of-the sublime for small-ish enterprises, including the professional services.)professional services.)

**Employer of choice.Employer of choice. (A very cool, well-paid (A very cool, well-paid place to work/learning and growth experience in at place to work/learning and growth experience in at least the short term … marked by notably progressive least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!)policies.) (THIS IS EMINENTLY DO-ABLE!!)

**Sophisticated use of information Sophisticated use of information technologytechnology. (Small-“ish” is no excuse for “small . (Small-“ish” is no excuse for “small aims”/execution in IS/IT!)aims”/execution in IS/IT!)

**Web-power!Web-power! (The Web can make very small very (The Web can make very small very big … if the product-service is super-cool and one big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.)purposefully masters buzz/viral marketing.)

**Innovative!Innovative! (Must keep renewing and expanding (Must keep renewing and expanding and revising and re-imagining “the promise” to and revising and re-imagining “the promise” to employees, the customer, the community.)employees, the customer, the community.)

**Brand-Lovemark* Brand-Lovemark* (*Kevin Roberts)(*Kevin Roberts) Maniacs Maniacs! ! (“Branding” is not just for big folks with big budgets. And modest (“Branding” is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-size is actually a Big Advantage in becoming a local-regional-niche “lovemark.”)niche “lovemark.”)

**Focus on women-as-clients.Focus on women-as-clients. (Most don’t. How stupid.) (Most don’t. How stupid.)

**Excellence!Excellence! (A small player … per me … (A small player … per me …

has no right or reason to exist unless they are in Relentless has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right—one damn day and Pursuit of Excellence. One earns the right—one damn day and client experience at a time!—to beat the Big Guys in your chosen client experience at a time!—to beat the Big Guys in your chosen niche!)niche!)

What I’ve What I’ve Learned about Learned about

“Small “Small Business”Business”

Tom PetersTom Peters

Passion for Passion for PRODUCT.PRODUCT.OBSESSIONOBSESSION With Product. With Product.

LOVE LOVE The Product.The Product.Aim To Be Aim To Be “ONLY ONES WHO DO WHAT WE DO.”“ONLY ONES WHO DO WHAT WE DO.”

Keep Keep ADDIN’ADDIN’ Stuff. Stuff.Invest Invest “UNWISELY”“UNWISELY” in R&D. in R&D.

Reside Permanently In The Reside Permanently In The DISCOMFORTDISCOMFORT Zone. Zone.“Unhealthy” “Unhealthy” PARANOIA PARANOIA Is A Good Thing.Is A Good Thing.

Add Clients ThatAdd Clients That PUSH-PULL. PUSH-PULL.SELL.SELL. SELL. SELL. SELL.SELL. SELL. SELL.

Go For Broke: Go For Broke: CUSTOMER CONTACT PEOPLE.CUSTOMER CONTACT PEOPLE.PERFECTION:PERFECTION: Customer Contact People. Customer Contact People.

Hire for Hire for ATTITUDE.ATTITUDE.INVITE INVITE On An Adventure.On An Adventure. GREATGREAT CFO/Biz Guy-Gal. CFO/Biz Guy-Gal. NASTYNASTY CFO/Biz Guy-Gal. CFO/Biz Guy-Gal.

QUADRANGULAR LEADERSHIP:QUADRANGULAR LEADERSHIP: Visionary-Talent Fanatic- Visionary-Talent Fanatic-Project Manager-I.P.M.Project Manager-I.P.M. (I.P.M. = Inspired Profit Mechanic)(I.P.M. = Inspired Profit Mechanic)

GREATGREAT Logo. Logo.DESIGN!DESIGN!

“OVERDO”“OVERDO” Marketing Materials. Marketing Materials.WOMENWOMEN Roar. Roar. WOMENWOMEN Rule. Rule. WOMENWOMEN Buy. Buy.

Diversity = Diversity = $$$$$$$$$$$$Be Be RELENTLESS.RELENTLESS. Cut And Cut And RUN.RUN.

Product Includes-Features theProduct Includes-Features the PACKAGING. PACKAGING.Define YourDefine Your DRAMATIC DIFFERENCE DRAMATIC DIFFERENCE (R.P.O.V.8)(R.P.O.V.8)

Best Best STORYSTORY Wins. Wins.DRESSDRESS For Success. For Success.

First Goal: First Goal: AMUSEAMUSE Yourself. Yourself.Know Know YOURSELF.YOURSELF.

DON’TDON’T Do Stuff You Hate. Do Stuff You Hate. “Over-invest” In “Over-invest” In RELATIONSHIPS.RELATIONSHIPS.

(R.O.I.R.: Return On Investment in Relationships)(R.O.I.R.: Return On Investment in Relationships)

SYSTEMATICALLYSYSTEMATICALLY “Manage” Relationships. “Manage” Relationships.“Work” The “Work” The SUPPORT PEOPLESUPPORT PEOPLE In Client Orgs. In Client Orgs.

BLOG BLOG As If Your Life Depended On It.As If Your Life Depended On It.SOPHISTICATEDSOPHISTICATED Use Of Infotech. Use Of Infotech.

RESPONSERESPONSE To Problems. To Problems.Make ’Em Make ’Em PAY.PAY.

CLOSE CLOSE The Sale.The Sale. Invest Invest BIGTIMEBIGTIME In PR. In PR.

Media Media FRIENDLY.FRIENDLY.Live-To-Live-To-SCHMOOZE.SCHMOOZE.

Fun/Laughter =Fun/Laughter = $$$$ $$$$ MBWA:MBWA: Stay In Touch. Stay In Touch.

“You Must Be The Change You Wish“You Must Be The Change You Wish To See In The World”/ To See In The World”/GANDHIGANDHI

5K For 5K For 5M.5M.YourYour CALENDAR CALENDAR Never Lies.Never Lies.

OUT:OUT: Pastels.Pastels. IN:IN: TTeecchhnniiccoolloorr

JUST SAY “NO” TO C.E.O.:JUST SAY “NO” TO C.E.O.: CIOCIO/Chief Innovation /Chief Innovation Officer. Officer. CSOCSO/Chief Sales Officer. /Chief Sales Officer. CWOCWO//

Chief Wow OfficerChief Wow Officer

EXCELLENCEEXCELLENCE Is Very Cool.Is Very Cool. “MICRO-MANAGE”“MICRO-MANAGE” Your Reputation. Your Reputation.Wear Your Integrity On Your Wear Your Integrity On Your SLEEVE.SLEEVE.

KEEPKEEP Your Promises. Your Promises.EXECUTIONEXECUTION!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

“A Man Without A Smiling Face“A Man Without A Smiling Face MUST NOT MUST NOT Open His Shop.”Open His Shop.”

RECOGNITION! RECOGNITION! Work Work HARD,HARD, Not Smart. Not Smart.

“Insanely Great.” “Insanely Great.” THE STANDARD.THE STANDARD.

Small Giants: Small Giants: Companies That Companies That

Choose To Be Choose To Be Great Instead Of Great Instead Of

BigBig —by Bo Burlingham

The Small*Mart The Small*Mart Revolution: How Revolution: How Local Businesses Local Businesses Are Beating Local Are Beating Local

CompetitionCompetition —Michael Shuman

I [“Bacteria Man”] HEREBY PLEDGE:

When asked, “What are some examples of companies stepping up to today’s

challenges?” … I will … NEVER NEVER AGAINAGAIN … offer an example of a Giant Company; instead I’ll refer to

Cirque du Soleil, Donnelly’s Weatherstrip Service, 3K tanning salons, 10.6M women-owned businesses (or the

typically/95+% female recipients of micro-lending) …*

*There is more to Biz Life than Giant Cos … LOTS MORE … that “hidden 99%”

EXCELLENCE III. EXCELLENCE III.

DREAM IT.DREAM IT.

Furniture vs. Dreams

“We do not sell ‘furniture’ at

Domain. We sell We sell dreamsdreams. This is

accomplished by addressing the half-formed needs in our

customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We

convert ‘needs’ into ‘dreams.’ Sales are the

inevitable result.” — Judy George,

Domain Home Fashions

DREAMDREAM:: “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

The Value-added Ladder/Emotion

Dreams Come Dreams Come TrueTrue

Spellbinding Experiences Gamechanging Solutions

ServicesGoods

Raw Materials

CCDMDM*

*Chief Dream Merchant

Big BlueBig Blue

WHAT MATTERS.WHAT MATTERS.

“What Isn’t Matter Is

What Matters”

—section title, Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld,

James Twitchell

VA “Teaching Moment”

““Andy pointed to Andy pointed to a molding, about a molding, about halfway up the halfway up the

wall …”wall …”

Relationship to the

China Syndrome?*

*Think “London 1977”

EXCELLENCE IV. EXCELLENCE IV.

LOVE ITLOVE IT..

“Brands have run out

of juice. They’re

dead.” —Kevin Roberts/Saatchi &

Saatchi

Kevin Roberts:

LovemarLovemar

ksks!!

Tattoo BrandTattoo Brand: What % of users would tattoo the brand name on their

Top 10 “Tattoo Brands”*

Harley .… 18.9%Harley .… 18.9%Disney .... 14.8Disney .... 14.8

Coke …. 7.7Coke …. 7.7Google .... 6.6Google .... 6.6Pepsi .... 6.1Pepsi .... 6.1Rolex …. 5.6Rolex …. 5.6Nike …. 4.6Nike …. 4.6

Adidas …. 3.1Adidas …. 3.1Absolut …. 2.6Absolut …. 2.6

Nintendo …. 1.5Nintendo …. 1.5

*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

LovemarkLovemark Dreams Come True

Spellbinding ExperiencesGamechanging Solutions

ServicesGoods

Raw Materials

Damn it …Damn it …

Lovemark?!Lovemark?! IBMIBMUPSUPSPSFPSF

Logistics “Department”Logistics “Department”HR “Department”HR “Department”

CCLL OO*

*Chief Lovemark Officer

Ladder2006: 4 of 7!Ladder2006: 4 of 7!

Lovemark Lovemark Dreams Come TrueDreams Come True

Spellbinding Experiences Spellbinding ExperiencesGamechanging SolutionsGamechanging Solutions

ServicesGoods

Raw Materials

SOUL I.SOUL I.THE STORY.THE STORY.

““StorytellinStorytelling g

is the core is the core of culture.”of culture.”

—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

MarketMarket Power = Power =

StoryStory Power Power

Best Best story story wins!wins!

CCSTSTOO*

*Chief Storytelling Officer

SOUL II.SOUL II.DESIGN.DESIGN.

All Equal Except …

“At Sony we assume that all products of our competitors

have basically the same technology, price, performance

and features. DesiDesiggn is the n is the onlonlyy thin thingg that that

differentiates one differentiates one pproduct from another roduct from another in the marketin the marketpplacelace.”.” —

Norio Ohga

“Design is

treated like treated like a religiona religion at

BMW.” —Fortune

“We don’t have a good language to talk about this kind of thing. In

most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning

of design. Design is the Design is the fundamentalfundamental soulsoul

of a man-made of a man-made creation.”creation.” —Steve Jobs

CCDDOO**Chief Design Officer

EXCELLENCE.

SYSTEMS. SYSTEMS. DESIGNDESIGN. K.I.S.S.

450/8450/8

"A business unit strategy should be less than fifty pages

long and should be easy to understand. Its essence should Its essence should be describable in be describable in oneone p paaggee ... If ... If

you can't describe your you can't describe your strategy in strategy in twenttwenty y minutesminutes, ,

simplsimply and in py and in plain lanlain langguauaggee, , you haven't got a plan.”you haven't got a plan.” —Larry

Bossidy

First Steps: “Beauty Contest”!

1. Select one form/document: invoice, 1. Select one form/document: invoice, airbill, sick leave policy, customer airbill, sick leave policy, customer returns claim form.returns claim form.

2.2. Rate the selected doc on a scale of 1 to Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/Sucks; 10 [1 = Bureaucratica Obscuranta/Sucks; 10 = Work of Art] on four dimensions:10 = Work of Art] on four dimensions:

BeautBeauty. y. GraceGrace. . ClaritClarity. y. SimplicitSimplicity.y.3. Re-invent!3. Re-invent!4.4. Repeat, with a new selection,Repeat, with a new selection, every 15 working days.every 15 working days.

EXCELLENCE.EXCELLENCE.NEW VALUE NEW VALUE EQUATION.EQUATION.

NEW “C-levels”. NEW “C-levels”.

CCRROO*

*Chief RevenueRevenue Officer

CCXXOO**Chief eeXXperience perience Officer

CCDMDM*

*Chief DreamDream Merchant

CCLL OO*

*Chief LovemarkLovemark Officer

CCSTSTOO*

*Chief StorytellingStorytelling Officer

CCDDOO**Chief DesignDesign Officer

CCtataOO*

*Chief talent acquisitiontalent acquisition Officer

CCfafaOO*

*Chief freaks acquisitionfreaks acquisition Officer

CCQQOO*

*Chief quest-meisterquest-meister

CCTTOO**Chief ThrillsThrills Officer

CCTRTROO**Chief TranscendenceTranscendence Officer

CCWWOO**Chief*Chief WOWWOW OfficerOfficer

CC!!OO**Chief ! Officer

EXCELLENCE. EXCELLENCE. EVERYWHERE.EVERYWHERE.

New ZealandSpain

PortugalItaly

IrelandSingapore

TaiwanThailandMalaysia

SINGAPORE Philippines

UAEOmanChile

Romania

“Better By Design”: A National Strategy

NZ = DesignNZ = Design ExcellenceExcellence

EXCELLENCE.EXCELLENCE.CENTURY 21.CENTURY 21.

EMPIRES OF THE MIND.EMPIRES OF THE MIND.RICHARD FLORIDA.RICHARD FLORIDA.

JUAN ENRIQUEZ.JUAN ENRIQUEZ.

““HumanHuman creativity is the creativity is the

ultimate ultimate economic economic

resource.”resource.” —Richard Florida, The Rise of the Creative Class

““THE FUTURE BELONGS THE FUTURE BELONGS TO … SMALL TO … SMALL

POPULATIONS … WHO POPULATIONS … WHO BUILD BUILD EMPIRESEMPIRES OF THEOF THE

MINDMIND … AND WHO IGNORE THE TEMPTATION OF—OR DO NOT HAVE THE

OPTION OF—EXPLOITING NATURAL RESOURCES.”

Source: Juan Enriquez/As the Future Catches You

U.S. Historical Strength: Invest in Creativity

*Foster new industries*Foster new industries

*Free & open society*Free & open society

*Investment higher ed,*Investment higher ed, R & D, culture R & D, culture

*Immigrants*Immigrants

Source: Richard Florida, The Rise of the Creative Class

CI/Top10 Metro*: Austin, SF, Austin, SF, Seattle, Boston, Raleigh-Seattle, Boston, Raleigh-

Durham, Portland, Durham, Portland, Minneapolis, Washington-Minneapolis, Washington-Baltimore, Sacramento, Baltimore, Sacramento,

DenverDenver

CI/Bottom10: Detroit, Norfolk, Cleveland, Milwaukee, Grand Rapids, Memphis, Jacksonville, Greensboro, New Orleans, Buffalo, Louisville

*> 1M/49 totalSource: Richard Florida, The Rise of the Creative Class

“The global talent pool and the high-end, high margin creative industries that used to be the sole province of the U.S., and a critical source of its

prosperity, have begun to disperse around the globe. A host of countries—Ireland, Finland, Canada, Australia, New Zealand, among them—are investing

in higher education, cultivating creative people, and churning out stellar products, from Nokia phones to the Lord of the Rings movies.. Many of these countries have learned from past U.S. success and are shoring up efforts to

attract foreign talent—including Americans. … The United States may well be the Goliath of the twentieth century global economy, but it will take just half a

dozen twenty-first-century Davids to begin to wear it down. To stay To stay innovative, America must continue to attract the innovative, America must continue to attract the world’s sharpest minds. And to do that, it needs world’s sharpest minds. And to do that, it needs

to invest in the further development of its to invest in the further development of its creative sector. Because wherever creativity creative sector. Because wherever creativity

goes—and, by extension, wherever talent goes—goes—and, by extension, wherever talent goes—innovation and economic growth are sure to innovation and economic growth are sure to followfollow.”.” —“America’s Looming Creativity Crisis”/Richard

Florida/HBR/10.04

NEW MARKETS.NEW MARKETS.ENORMOUS. ENORMOUS.

OPPORTUNITIES.OPPORTUNITIES.

““IdiotIdiot”” is too kind a word.

“That’s a very diverse* team.”

—Patrick Cescau, CEO, Unilever**

*1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.)

**Approximately 8585%% of Unilever’s

products are purchased by … women.

“That’s a

VERYVERY diverse team.”

—Patrick Cescau, CEO, Unilever* **

*1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.)

**Approximately 85% of Unilever’s products are purchased by … women.

“That’s a

VERYVERY sick

man.”

—Tom Peters

EXCELLENCE.

FOUND.DUH.DUH.

“To be a leader in To be a leader in consumer products, consumer products, it’s critical to have it’s critical to have

leaders who leaders who represent the represent the population we population we

serveserve.”.” —Steve Reinemund/PepsiCo

OPPORTUNITY.OPPORTUNITY.

“Women are thethe

majority market”

—Fara Warner/The Power of the Purse

USA/F.Stats: Short ’n (Very) Sweet

>50% of stock ownership, $13T total wealth (2X in 15 years)>50% of stock ownership, $13T total wealth (2X in 15 years)

>$7T consumer & biz spending (>50% GDP; > Japan GDP); >$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg) >80% consumer spdg (Consumer = 70% all spdg)

57% BA degrees (2002); = ed & social strata, no wage gap57% BA degrees (2002); = ed & social strata, no wage gap

60% Internet users; >50% primary users of60% Internet users; >50% primary users of electronic equipment electronic equipment

>50% biz trips>50% biz trips

WimBiz: Employees > F500; 10M+: 33% all US BizWimBiz: Employees > F500; 10M+: 33% all US Biz

Pay from 62% in 1980 to 80% today; equal if education,Pay from 62% in 1980 to 80% today; equal if education, social status, etc are equal social status, etc are equal

60% work; 46M (divorced, widowed, never married)60% work; 46M (divorced, widowed, never married)

Source: Fara Warner, The Power of the Purse

Women > 50% of Household Income in >50% of Women > 50% of Household Income in >50% of households. In 48% of the 55% of households/married households. In 48% of the 55% of households/married

couples, women provide >50% of income. 27% of couples, women provide >50% of income. 27% of households are headed by a single female. 75% of married households are headed by a single female. 75% of married female execs with the rank of VP or above out earn their female execs with the rank of VP or above out earn their

spouse. Women control 51% of private wealth in the U.S.; spouse. Women control 51% of private wealth in the U.S.; head 40% of households with >$600K assets; 47% of head 40% of households with >$600K assets; 47% of

market investors are women.market investors are women.

Major Credit Union: pre Y2K, modal customer was 53-year-Major Credit Union: pre Y2K, modal customer was 53-year-old family man; today, 46-year-old single working woman.old family man; today, 46-year-old single working woman.

Commercial: 51% purchasing managers are women.Commercial: 51% purchasing managers are women.

Women make >80% consumer purchases; businesswomen Women make >80% consumer purchases; businesswomen make >90% of household purchasing decisions. Women: make >90% of household purchasing decisions. Women:

70% of travel decisions; purchase 57% of consumer 70% of travel decisions; purchase 57% of consumer electronics; write 80% of personal checks; purchase >50% electronics; write 80% of personal checks; purchase >50%

of cars (primary influence >80%).of cars (primary influence >80%).

Source: Don’t Think Pink: What Really Makes Women Buy—and How to Increase Your Share of This Crucial Market, Lisa Johnson & Andrea Learned

The Perfect Answer

Jill and Jack buy slacks in black…

1. Men and women are different.1. Men and women are different.2. Very different.2. Very different.3. 3. VERY, VERY DIFFERENTVERY, VERY DIFFERENT..4. Women & Men have a-b-s-o-l-u-t-e-l-y4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. nothing in common.5. Women buy lotsa stuff.5. Women buy lotsa stuff.

6. 6. WOMEN BUY A-L-L THE WOMEN BUY A-L-L THE STUFFSTUFF..7. Women’s Market = Opportunity No. 1.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.8. Men are (STILL) in charge.9. 9. MEN ARE … TOTALLY, HOPELESSLYMEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. CLUELESS ABOUT WOMEN.

10. 10. Women’s Women’s Market = Market =

Opportunity Opportunity No. 1.No. 1.

Cases!McDonald’sMcDonald’s (“mom-centered” to “majority consumer”;

not via kids)

Home DepotHome Depot (“Do it [everything!] Herself”)

P&GP&G (more than “house cleaner”)

DeBeersDeBeers (“right-hand rings”/$4B)

AXA FinancialAXA FinancialKodakKodak (women = “emotional centers of the household”)

NikeNike (> jock endorsements; new def sports; majority consumer)

AvonAvonBratzBratz (young girls want “friends,” not a blond stereotype)

Source: Fara Warner/The Power of the Purse

““Goldman Sachs in Tokyo has Goldman Sachs in Tokyo has developed an developed an index of 115 index of 115

comcomppanies poised to benefit from anies poised to benefit from women’s increased women’s increased ppurchasinurchasingg

ppowerower; over the past decade the ; over the past decade the value of shares in Goldman’s value of shares in Goldman’s

basket has risen by basket has risen by 9696%%, against , against the Tokyo stockmarket’s rise of the Tokyo stockmarket’s rise of

1313%%.”.” —Economist, April 15

10.610.6

Add It Up!

Doing it rightDoing it right (“Men buy things that other men will buy for women. I buy things that women want.”—successful jeweler/F)

Greater workforce/global Greater workforce/global participation rateparticipation rate (“bigger contributor to GDP growth than technology, China, India”)

Higher wagesHigher wages (more seniority, promotions—even if not to CEO)

Women-owned businessesWomen-owned businesses (answer to the Glass Ceiling)

2000-2010 Stats

18-44: -1%-1%

55+: ++2121%%(55-64: ++4747%%)

44-65: “New “New Customer Customer Majority”Majority” *

*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder

““The New Customer The New Customer Majority is the only adult Majority is the only adult

market with realistic market with realistic prospects for significant prospects for significant sales growth in dozens of sales growth in dozens of

product lines for product lines for thousands of thousands of companies.”companies.”

—David Wolfe & Robert Snyder, Ageless Marketing

““Baby-boomer Baby-boomer WomenWomen: The : The Sweetest of Sweetest of

Sweet Spots for Sweet Spots for Marketers”Marketers” —David Wolfe and

Robert Snyder, Ageless Marketing

““Sixty Is Sixty Is the New the New Thirty”Thirty”

—Cover/AARP

Fastest growing demographic:

Single-person Single-person HouseholdsHouseholds (>50%

in London, Stockholm, etc)

Source: Richard Scase

% of homes purchased by single womensingle women: 1981,

10%;2005, 20%

% of homes purchased by single mensingle men: 1981, 10%;

2005, 9%

Source: USA Today/02.15.06

Women.Women.Women business owners.Women business owners.

Boomers-Geezers.Boomers-Geezers.Single-person HHs (Urban)Single-person HHs (Urban)

10 UNASSAILABLE REASONS WOMEN RULE10 UNASSAILABLE REASONS WOMEN RULE

WomenWomen make [all] the financial decisions. make [all] the financial decisions.WomenWomen control [all] the wealth. control [all] the wealth.WomenWomen [substantially] outlive men. [substantially] outlive men.WomenWomen start most of the new businesses. start most of the new businesses.Women’sWomen’s work force participation rates have work force participation rates have soared worldwide.soared worldwide.WomenWomen are closing in on “same pay for same are closing in on “same pay for same job.”job.”WomenWomen are penetrating senior ranks rapidly are penetrating senior ranks rapidly [even if the pace is slow for the corner [even if the pace is slow for the corner office per se].office per se].Women’s Women’s leadership strengths are exceptionally wellleadership strengths are exceptionally well aligned with new organizational effectivenessaligned with new organizational effectiveness imperatives.imperatives.WomenWomen are better salespersons than men. are better salespersons than men.WomenWomen buy [almost] everything—commercial buy [almost] everything—commercial as well as consumer goods.as well as consumer goods.

So what exactly is the economic point of men?So what exactly is the economic point of men?

INNOVATE. INNOVATE. OR. DIE.OR. DIE.

“A focus on cost-cutting and efficiency has helped many organizations weather

the downturn, but this approach will

ultimately render them obsolete.

OnlOnlyy the constant the constant ppursuit of innovation ursuit of innovation

can ensure loncan ensure long-g-term successterm success.”.”

—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)

More than $$$$

#1#1 R&D

spending, last 25 years?

PathPatheticetic!!

“Forbes100” from 1917 to 1987: 3939 members of the Class of ’17 were alive members of the Class of ’17 were alive

in ’87; 18 in ’87 F100; 18 F100 in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly “survivors” significantly

underunderpperformederformed the market; the market;

just just 22 (2%), (2%), GEGE & & KodakKodak, , outoutpperformederformed the market from the market from

1917 to 1987. 1917 to 1987.

S&P 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

“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 Buy a very large one very large one and just waitand just wait.”.”

—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

“I don’t believe in

economies of scale. You You don’t get better don’t get better by being bigger. by being bigger. You get worseYou get worse.”.” —

Dick Kovacevich/Wells Fargo

Scale?

“Microsoft’s Struggle With

Scale”Scale” —Headline, FT, 09.2005

“Troubling ExitsExits at Microsoft” —Cover Story, BW, 09.2005

“Too BigToo Big to Move Fast?” —Headline, BW, 09.2005

““[Dell’s] predicament may be intractable.[Dell’s] predicament may be intractable. Dell Dell remained slavishly loyal to its core idea of ultra-efficient remained slavishly loyal to its core idea of ultra-efficient

supply-chain management and direct sales to customers, even supply-chain management and direct sales to customers, even as rivals have stepped up their game. … Instead of adapting, as rivals have stepped up their game. … Instead of adapting, critics say, Dell cut costs in ways that compromised customer critics say, Dell cut costs in ways that compromised customer

service and, possibly, product quality.”service and, possibly, product quality.” —BW, 0904

““They’re a one-trick pony. It was a great trick They’re a one-trick pony. It was a great trick for over 10 years.”for over 10 years.” —tech exec/BW

““Dell’s culture is not inspirational or Dell’s culture is not inspirational or aspirational.aspirational. This is when they need to be imaginative, This is when they need to be imaginative, but [Dell’s] culture only wants to talk about execution.”but [Dell’s] culture only wants to talk about execution.” —

Geoffrey Moore

““There are some organizations where people There are some organizations where people think they’re a hero if they invent a new thing. think they’re a hero if they invent a new thing.

Being a hero at Dell means saving money.”Being a hero at Dell means saving money.” —Kevin Rollins, CEO

“Conglomerates don’t work.” —

James Surowiecki, The New Yorker

“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: I’m sure there are success stories out

there, but at this moment I draw a

blank.” —Mark Sirower, The Synergy Trap

“Acquisitions are about buying market share.

Our challenge is Our challenge is to create to create

marketsmarkets.. There is a big difference.”

—Peter Job, former CEO, Reuters

Free at Last: Most Recent Chapter in a Long-running Saga

Freescale Freescale SemiconductorSemiconductor*

*$16B$16B

SpinoffsSpinoffs systematically perform better than IPOs … track

record, profits … “freed from the “freed from the confines of the parent … more confines of the parent … more entrepreneurial, more nimbleentrepreneurial, more nimble”

—Jerry Knight/ Washington Post/ 08.05

EXCELLENCE. EXCELLENCE. INNOVATION.INNOVATION.

THE REAL STORY. THE REAL STORY.

EVERYTHING YOU EVERYTHING YOU THOUGHT YOU KNEW THOUGHT YOU KNEW ABOUT INNOVATIONABOUT INNOVATION

IS WRONG IS WRONG

What “We” Know “For Sure” About Innovation

Big mergers Big mergers [by & large][by & large] don’t work don’t workScale is over-ratedScale is over-rated

Strategic planning is the last refuge of scoundrelsStrategic planning is the last refuge of scoundrelsFocus groups are counter-productiveFocus groups are counter-productive“Built to last” is a chimera (stupid)“Built to last” is a chimera (stupid)

Success killsSuccess kills“Forgetting” is impossible“Forgetting” is impossible

Re-imagine is a charming ideaRe-imagine is a charming idea“Orderly innovation process” is an oxymoronic phrase“Orderly innovation process” is an oxymoronic phrase

(= Believed only by morons with ox-like brains) (= Believed only by morons with ox-like brains)“Tipping points” are easy to identify …“Tipping points” are easy to identify … long after they will do you any good long after they will do you any good

“Facts” aren’t“Facts” aren’tAll information making it to the top is filteredAll information making it to the top is filtered

to the point of danger and hilarity to the point of danger and hilarity“Success stories” are the illusions of egomaniacs (and “gurus”)“Success stories” are the illusions of egomaniacs (and “gurus”)

If you believe the memoirs of CEOs you should be institutionalizedIf you believe the memoirs of CEOs you should be institutionalized“Herd behavior” (XYZ is “hot”) is ubiquitous“Herd behavior” (XYZ is “hot”) is ubiquitous

… and amusing … and amusing“Top teams” are “Dittoheads”“Top teams” are “Dittoheads”

CEOs have little effect on performanceCEOs have little effect on performance“Expert” prediction is rarely better than rolling the dice“Expert” prediction is rarely better than rolling the dice

““Recently I asked three corporate Recently I asked three corporate executives what decisions they had made executives what decisions they had made in the last year that would not have been in the last year that would not have been

made were it not for their corporate made were it not for their corporate plans. All had difficulty identifying one plans. All had difficulty identifying one such decision. Since all of the plans are such decision. Since all of the plans are

marked ‘secret’ or ‘confidential,’marked ‘secret’ or ‘confidential,’ I asked I asked them how their comthem how their comppetitors mietitors migght ht benefit frombenefit from p possession of their ossession of their

pplans. Each answered with lans. Each answered with embarrassment that their embarrassment that their

comcomppetitors would not benefitetitors would not benefit.”.” —Russell Ackoff (from Henry Mintzberg,

The Rise and Fall of Strategic Planning)

The Perils of Conservatism/The Perils of Conservatism/IndustrIndustryy Leadershi Leadershipp

“ ‘“ ‘GoodGood management’ was management’ was the most powerful reason the most powerful reason

[leading firms] failed to stay [leading firms] failed to stay atop their industries.atop their industries. Precisely Precisely

because these firms listened to their because these firms listened to their customers, invested aggressively in customers, invested aggressively in

technologies that would provide their technologies that would provide their customers more and better products of the customers more and better products of the

sort they wanted, and because they sort they wanted, and because they carefully studied market trends and carefully studied market trends and

systematically allocated investment capital systematically allocated investment capital to innovations that promised the best to innovations that promised the best

returns, they lost their positions of returns, they lost their positions of leadership.”leadership.”

—Clayton Christensen, The Innovator’s Dilemma

The Mess Is the Message! Period!An Economic Interpretation of the ConstitutionAn Economic Interpretation of the Constitution

of the United States of the United States —Charles Beard (1913)

The Box: How the Shipping Container Made the World The Box: How the Shipping Container Made the World Smaller and the World Economy BiggerSmaller and the World Economy Bigger —Marc Levinson

Tube: The Invention of TelevisionTube: The Invention of Television —David & Marshall Fisher

Empires of Light: Edison, Tesla, Westinghouse, Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the Worldand the Race to Electrify the World —Jill Jonnes

The Soul of a New MachineThe Soul of a New Machine —Tracy Kidder

Rosalind Franklin: The Dark Lady of DNARosalind Franklin: The Dark Lady of DNA —Brenda Maddox

The Blitzkrieg MythThe Blitzkrieg Myth —John Mosier

LessonsNeed-drivenNeed-driven

A thousand “parents”A thousand “parents”MessyMessy

EvolutionaryEvolutionary“Trivial”“Trivial”

RelentlessRelentless Experimentation Experimentation

trial trial & & ERRORERRORLoooong time for systemic adaptation/sLoooong time for systemic adaptation/s

(many innovations) (bill of lading, standard time)

Not …

“Plan-driven”“Plan-driven”The product of “Strategic Thinking/Planning”The product of “Strategic Thinking/Planning”

The product of “focus groups”The product of “focus groups”

Get mad.Get mad. Do Do something something

about it. about it. Now.Now.

“A man of great mediocrity.”A man of great mediocrity.” —General George —General George

Patton about General Omar BradleyPatton about General Omar Bradley …… …… “A third-rate “A third-rate general. He never did anything or won any general. He never did anything or won any

battle that any other general could not have battle that any other general could not have won as well or better.”won as well or better.” —General Omar Bradley —General Omar Bradley

about Sir Bernard Montgomeryabout Sir Bernard Montgomery …… …… “If you want to “If you want to end the war in any reasonable time, you will end the war in any reasonable time, you will

have to remove Ike’s hand from the control of have to remove Ike’s hand from the control of the land battle.”the land battle.” —Sir Bernard Montgomery about —Sir Bernard Montgomery about

General Dwight EisenhowerGeneral Dwight Eisenhower …… …… “One thing that “One thing that might help win this war is to get someone to might help win this war is to get someone to shoot King.”shoot King.” —General Dwight Eisenhower about —General Dwight Eisenhower about

Admiral Ernest KingAdmiral Ernest King …… …… “Eisenhower, though “Eisenhower, though supposed to be running the land war, is on the supposed to be running the land war, is on the

golf links at Rhiems—entirely detached and golf links at Rhiems—entirely detached and taking practically no part in running the war.”taking practically no part in running the war.” ——

Sir Alan BrookeSir Alan Brooke …… …… “If the unhelpful British “If the unhelpful British attitude continues, then I shall go home.”attitude continues, then I shall go home.” ——

General Dwight EisenhowerGeneral Dwight Eisenhower

Source: David Irving, The War Between the Generals: Inside the Allied High Command

Fooled by Fooled by RandomnessRandomness: :

The Hidden Role The Hidden Role of Chance in Life of Chance in Life and the Marketsand the Markets

—Nassim Nicholas Taleb

““This book is about luck disguised and perceived as This book is about luck disguised and perceived as non-luck (that is, skills) and more generally randomness non-luck (that is, skills) and more generally randomness

disguised and perceived as non-randomness. It disguised and perceived as non-randomness. It manifests itself in the shape of the lucky fool, definedmanifests itself in the shape of the lucky fool, defined

as a person who benefited from a disproportionate as a person who benefited from a disproportionate share of luck but attributed his success to some other, share of luck but attributed his success to some other,

generally precise reason.”generally precise reason.”

“We underestimate the share of randomness in just “We underestimate the share of randomness in just about everything, a point that might not merit a about everything, a point that might not merit a

book—except when it is the specialist who is the foolbook—except when it is the specialist who is the fool of all fools.” of all fools.”

“Mild success can be explainable by skills and labor. Wild “Mild success can be explainable by skills and labor. Wild success is attributable to variance.”success is attributable to variance.”

Source: Fooled by Randomness: The Hidden Role of Chance in Life and the Markets —Nassim Nicholas Taleb

InnoTacsInnoTacs

We We becomebecome who we hang who we hang

out with!out with!

Measure “Strangeness”/Portfolio Quality

StaffStaffConsultantsConsultants

VendorsVendorsOut-sourcing Partners Out-sourcing Partners (#, Quality)(#, Quality)

Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers

Competitors Competitors (who we “benchmark” against)(who we “benchmark” against)

Strategic Initiatives Strategic Initiatives Product Portfolio Product Portfolio (LineEx v. Leap)(LineEx v. Leap)

IS/IT ProjectsIS/IT ProjectsHQ LocationHQ Location

Lunch MatesLunch MatesLanguageLanguage

BoardBoard

“The The Bottleneck Bottleneck

Is at the Top Is at the Top of the of the

Bottle”Bottle”“Where are you likely to find people with the least diversity of

experience, the largest investment in the past, and the greatest reverence for industry dogma:

AtAt thethe totop!”p!”

— Gary Hamel/Harvard Business Review

futuremarkfuturemark

““To grow, companies To grow, companies need to break out of a need to break out of a

vicious cycle of vicious cycle of competitive competitive

benchmarking and benchmarking and imitation.”imitation.” —W. Chan Kim & Renée Mauborgne,

“Think for Yourself —Stop Copying a Rival,” Financial Times/2003

““Don’t Don’t benchmark, benchmark, futuremark!futuremark!

”” Impetus: “The future is already here; it’s just

not evenly distributed” —William Gibson

PlannersPlannersvs

SearchersSearchers

“Where planners* raise high expectations but take no responsibility for meeting them,

searchers prefer to work case-by-case, using trial and error to tailor solutions to

individual problems, fully aware that most remedies must be homegrown.” —WSJ, 0822.06 (on malaria

eradication, and hedge fund manager Lance Laifer)

[*“Planners [WHO, World Bank, etc] see poverty as a technical engineering problem that their

answers will solve.” —William Easterly]

“All sorts of approaches need to be tried and we need feedback.” —Roger Bate

Find ’em!Find ’em!

““Somewhere in your Somewhere in your organization, groups of organization, groups of

people are people are alreadalreadyy doin doingg thinthinggs differentls differentlyy and and

better. To create lasting better. To create lasting change, find these areas change, find these areas of positive deviance and of positive deviance and

fan the flamesfan the flames.”.”

—Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR

““Some people look for Some people look for things that went wrong things that went wrong

and try to fix them. I and try to fix them. I look for look for things that things that

went right,went right, and try to and try to build off them.”build off them.” —Bob Stone (Mr

Stories … Paint me a Stories … Paint me a picture … Story picture … Story

“infrastructure” … Demos “infrastructure” … Demos … Quick prototypes … … Quick prototypes …

Experiments … Heroes … Experiments … Heroes … Renegades … Skunkworks Renegades … Skunkworks … Demo Funds … V.C. … … Demo Funds … V.C. …

G.M. … Roster … Portfolio G.M. … Roster … Portfolio … Stone’s Rules … JKC’s … Stone’s Rules … JKC’s

RulesRules

Demos!Demos! Heroes! Heroes! Stories!Stories!

Forward, march: The “Sri Lanka Stratagem”

““Never doubt that a Never doubt that a small group of small group of

committed peoplecommitted people can change the can change the

world. Indeed it isworld. Indeed it is the only thing that the only thing that ever has.”ever has.” —Margaret Mead

invite invite ’em!’em!

invitesinvites the workforce itself to change the culture.”

—Lou Gerstner

“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t

have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of

people is very, very hard. [Yet] I [Yet] I came to see in my came to see in my time at IBM that time at IBM that

culture isn’t just one culture isn’t just one aspect of the game—it aspect of the game—it isis the game.” the game.” —Lou Gerstner,

Who Says Elephants Can’t Dance

““[Dell’s] predicament may be intractable. Dell remained [Dell’s] predicament may be intractable. Dell remained slavishly loyal to its core idea of ultra-efficient supply-chain slavishly loyal to its core idea of ultra-efficient supply-chain management and direct sales to customers, even as rivals management and direct sales to customers, even as rivals have stepped up their game. … Instead of adapting, critics have stepped up their game. … Instead of adapting, critics

say, Dell cut costs in ways that compromised customer say, Dell cut costs in ways that compromised customer service and, possibly, product quality.”service and, possibly, product quality.” —BW, 0904

““They’re a one-trick pony. It was a great trick for over 10 They’re a one-trick pony. It was a great trick for over 10 years.”years.” —tech exec/BW

““Dell’s culture is not inspirational or Dell’s culture is not inspirational or aspirational.aspirational. This is when they need to be imaginative, This is when they need to be imaginative, but [Dell’s] culture only wants to talk about execution.”but [Dell’s] culture only wants to talk about execution.” —

Geoffrey Moore

““There are some organizations where people There are some organizations where people think they’re a hero if they invent a new thing. think they’re a hero if they invent a new thing.

Being a hero at Dell means saving money.”Being a hero at Dell means saving money.” —Kevin Rollins, CEO

send ’em on send ’em on

a quest!a quest!

“The role of the Director is to create a space where the actor or actress can become become more than themore than theyy’ve ever ’ve ever been beforebeen before, , more than more than

thetheyy’ve dreamed of ’ve dreamed of beinbeing.”g.” —Robert Altman, Oscar acceptance

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 is free to do his or her absolute besther absolute best.”.”

“The best thing a leader can do for a

Great Group is to allow its allow its members to discover their members to discover their

ggreatnessreatness.”.”

Leadership’s Mt Everest/Mt Excellence

“free to do his or her free to do his or her absolute best” …absolute best” …

“allow its members to “allow its members to discover their discover their greatness.”greatness.”

Concoct a Concoct a Parallel Parallel

universe!universe!

“SkunkWorks”/ “ParallelUniverse”

“the 1%1%

solution”Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC)

““Venture” Venture” fund:fund: Gerstner/Amex, Dow/Marriott, Grove/Intel,

Bedbury/Starbucks

Build a “School on top of Build a “School on top of a school”a school” (The Parallel

Universe Strategy)

ACTION ACTION “culture”“culture”

“This is so simple it sounds stupid, but it is amazing how few oil people really

understand that you only you only find oil if you find oil if you drill wellsdrill wells.. You may

think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

““We have a We have a ‘strategic plan.’ ‘strategic plan.’ It’s called It’s called doing doing thingsthings.”.” — Herb Kelleher

““ExperimenExperiment t

fearlessly”fearlessly”Source: BW0821.06, Type A Organization Strategies/

“How to Hit a Moving Target”—Tactic #1

“We made mistakes, of course. Most of them were omissions we didn’t 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, we’re already on prototype

version No. 5No. 5. By the time our rivals are ready with wires and screws, we are on version

No. 10No. 10.. It It ggets back to ets back to pplanninlanningg versus actin versus actingg: We act : We act from dafrom dayy one; others one; others p plan how lan how

to to pplan—for monthslan—for months.”.”

—Bloomberg by Bloomberg

READY.READY.FIRE!FIRE!AIM.AIM.

Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)

S.A.V.S.A.V.

Excellence1982: The Bedrock “Eight Basics”

1. 1. A Bias for ActionA Bias for Action2. Close to the Customer2. Close to the Customer3. Autonomy and Entrepreneurship3. Autonomy and Entrepreneurship4. Productivity Through People4. Productivity Through People5. Hands On, Value-Driven5. Hands On, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight Properties” 8. Simultaneous Loose-Tight Properties”

tolerate tolerate [encourage?] [encourage?]

failurefailure

““FAIL, FAIL FAIL, FAIL AGAIN. FAIL AGAIN. FAIL BETTER.”BETTER.”

—Samuel Beckett

““Fail . Forward. Fail . Forward. Fast.”Fast.”

High Tech CEO, Pennsylvania

“Fail faster. “Fail faster. Succeed Succeed Sooner.”Sooner.”

David Kelley/IDEO

Sam’s Sam’s Secret Secret

#1!#1!

““RewardReward excellent failures.

PunishPunish mediocre

successes.”Phil Daniels, Sydney exec

Read This!

Richard Farson & Ralph Keyes:

Whoever Makes Whoever Makes the Most Mistakes the Most Mistakes Wins: The Paradox Wins: The Paradox

of Innovationof Innovation

ClarityClarity

JackWorld/1@T1@T: (1) Neutron Neutron

Jack.Jack. (Banish bureaucracy.) (2) “1, 2 or out” “1, 2 or out” Jack.Jack. (Lead or leave.) (3) “Workout” “Workout”

Jack.Jack. (Empowerment, GE style.) (4) 6-Sigma 6-Sigma Jack.Jack. (5) Internet Jack.Internet Jack.

(1-5/Throughout) TALENT JACK!TALENT JACK!

bet the bet the farmfarm

“Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting,

efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial

and finance behemoth become a marvel of earnings consistency. Immelt hasn’t turned his

back on the old ways. But in his GE, But in his GE, the new imthe new impperatives are eratives are risk-takinrisk-takingg, so, sopphisticated histicated marketinmarketingg and, above all, and, above all,

innovationinnovation.”.” —BW/2005

“[Immelt] is now identifying technologies with which GE

will … systematically systematically set out to build set out to build

entirely new entirely new industriesindustries”” —Strategy+Business, Fall

Conscious Conscious measurementmeasurement

Innovation IndexInnovation Index:: How many of your Top 5Top 5 Strategic

Initiatives/Key Projects score 88 or higher or higher [out of 10] on a

“Weird”“Weird”/ / “Profound”“Profound”/ / “Wow”“Wow”//“Game- changer”“Game- changer”

Scale?

Inno64: Inno64: Innovation Innovation StrategiesStrategies & Tactics & Tactics

Parallel universeParallel universe /Exec Ed v res /Exec Ed v res MBAMBAEnd run regnant powers/JKCEnd run regnant powers/JKCFind done deals-practicing mavericks/Stone-ReGoFind done deals-practicing mavericks/Stone-ReGoBell curves2016 in 2006Bell curves2016 in 2006Non-industry benchmarkingNon-industry benchmarkingEverything = PortfolioEverything = PortfolioV.C.s all!V.C.s all!Hot language/Wow-Astonish me-Insanely great-immortal-Hot language/Wow-Astonish me-Insanely great-immortal-Make something greatMake something greatLead customers/PW-EmbraerLead customers/PW-EmbraerLead suppliers /Top decile R&DLead suppliers /Top decile R&DWeird alliancesWeird alliancesMottos/Paul Arden (“Whatever You Think Think the Mottos/Paul Arden (“Whatever You Think Think the Opposite”)Opposite”)Hire freaks/Enough weird people?Hire freaks/Enough weird people?Weird Boards!!!Weird Boards!!!

CEO track record of Innovation (nobody starts CEO track record of Innovation (nobody starts at 45!)at 45!)System/GE-ImmeltSystem/GE-Immelt““Strategic thrust overlay”Strategic thrust overlay”CalendarCalendarBig Delta easier than SmallBig Delta easier than SmallMBWA with freaks-weirdos/JKCMBWA with freaks-weirdos/JKCMBWA/Boonies’ labsMBWA/Boonies’ labsV.C.-formal/IntelV.C.-formal/IntelAcquire weirdAcquire weirdChildren’s crusadeChildren’s crusadeOld farts crusadeOld farts crusadeGo Global at any sizeGo Global at any sizeStop listening to customers Stop listening to customers Talent!/Unusual sources-Hire innovators-V.C.sTalent!/Unusual sources-Hire innovators-V.C.sEschew giant mergersEschew giant mergers

Remember: scale economies max out earlyRemember: scale economies max out earlyAssisted suicide! (“Built to last” = Chimera-Assisted suicide! (“Built to last” = Chimera-snare-delusion)snare-delusion)Burn your press clippingsBurn your press clippings““Forgetting” “strategy”Forgetting” “strategy”Fire all strategic plannersFire all strategic plannersTempo!Tempo!Final product bears little relation to starting Final product bears little relation to starting notionnotionDesign! Design! Design! (“culture,” not Design! Design! Design! (“culture,” not program)program)All innovation: Pissed-off peopleAll innovation: Pissed-off peopleGut feel rules!Gut feel rules!Focus groups suckFocus groups suckWeird focus groups okayWeird focus groups okayBe-Do philosophyBe-Do philosophy

CelebrationsCelebrationsCulture-little as well as big Inno (“everyone-Culture-little as well as big Inno (“everyone-an-innovator”)an-innovator”)Life = Wow ProjectsLife = Wow ProjectsAcknowledge messiness-pursue serendipity Acknowledge messiness-pursue serendipity (Blitzkrieg-Containers-Science-Jim Utterback)(Blitzkrieg-Containers-Science-Jim Utterback)R.F.A.R.F.A.Culture of executionCulture of execution4/40: decentralization, execution, 4/40: decentralization, execution, accountability, 615AMaccountability, 615AMEVP (S.O.U.B.)/Systems-process “un-design”EVP (S.O.U.B.)/Systems-process “un-design”Diversity for diversity’s sakeDiversity for diversity’s sakeWomen-Women-Women/customers (they Women-Women-Women/customers (they “are the market,” not a “segment”)-leaders“are the market,” not a “segment”)-leadersBoomers-Geezers (“all the money”)Boomers-Geezers (“all the money”)

CRO (Chief Revenue Officer) “culture”/top-CRO (Chief Revenue Officer) “culture”/top-line obsessedline obsessedCIO (Chief INNOVATION Officer)CIO (Chief INNOVATION Officer)LaughterLaughterFacility-space configurationFacility-space configurationExperiments-prototypesExperiments-prototypes““Reward excellent failures. Punish mediocre Reward excellent failures. Punish mediocre successes.”successes.”Bizarrely high incentives (& penalties)Bizarrely high incentives (& penalties)We are what we eat/We are who we hang out We are what we eat/We are who we hang out with with (E.g.: Staff-Consultants-Vendors-Out-sourcing (E.g.: Staff-Consultants-Vendors-Out-sourcing Partners/#, Quality-Innovation Alliance Partners-Partners/#, Quality-Innovation Alliance Partners-Customers-Competitors/who we “benchmark” against -Customers-Competitors/who we “benchmark” against -Strategic Initiatives -Product Portfolio/LineEx v. Leap-Strategic Initiatives -Product Portfolio/LineEx v. Leap-IS/IT Projects-HQ Location-Lunch Mates-Language-IS/IT Projects-HQ Location-Lunch Mates-Language-Board)Board)

EXCELLENCE. EXCELLENCE. INNOVATION.INNOVATION. REVOLUTION. REVOLUTION.

ORGANIZATION.ORGANIZATION.

Excellence: The SE22:

ORIGINS OF ORIGINS OF SUSTAINABLE SUSTAINABLE

ENTREPRENEURSHIENTREPRENEURSHIPP

SE22/Origins of Sustainable Entrepreneurship1. Genetically disposed to Innovations that upset apple carts 1. Genetically disposed to Innovations that upset apple carts (3M, Apple, (3M, Apple,

FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun,FedEx, Virgin, BMW, Sony, Nike, Schwab, Starbucks, Oracle, Sun, Fox, Stanford University, MIT)Fox, Stanford University, MIT)

2. Perpetually determined to outdo oneself, even to 2. Perpetually determined to outdo oneself, even to the detriment of today’s $$$ winners the detriment of today’s $$$ winners (Apple, Cirque du Soleil, Nokia, FedEx)(Apple, Cirque du Soleil, Nokia, FedEx)

3. Treat History as the Enemy 3. Treat History as the Enemy (GE)(GE)

4. Love the Great Leap/Enjoy the Hunt 4. Love the Great Leap/Enjoy the Hunt (Apple, Oracle, Intel, Nokia, Sony)(Apple, Oracle, Intel, Nokia, Sony)

5. Use “Strategic Thrust Overlays” to Attack Monster Problems 5. Use “Strategic Thrust Overlays” to Attack Monster Problems (Sysco, (Sysco, GSK, GE, Microsoft)GSK, GE, Microsoft)

6. Establish a “Be on the COOL Team” Ethos. 6. Establish a “Be on the COOL Team” Ethos. (Most PSFs, Microsoft)(Most PSFs, Microsoft)

7. Encourage Vigorous Dissent/Genetically “Noisy” 7. Encourage Vigorous Dissent/Genetically “Noisy” (Intel, Apple, (Intel, Apple, Microsoft, CitiGroup, PepsiCo)Microsoft, CitiGroup, PepsiCo)

8. 8. ““Culturally” as well as Culturally” as well as organizationally Decentralizedorganizationally Decentralized

(GE, J&J, Omnicom)(GE, J&J, Omnicom)

9. Multi-entrepreneurship/Many Independent-minded Stars 9. Multi-entrepreneurship/Many Independent-minded Stars (GE,(GE, PepsiCo)PepsiCo)

SE22/Origins of Sustainable Entrepreneurship

10. Keep decentralizing—tireless in pursuit of wiping 10. Keep decentralizing—tireless in pursuit of wiping outout Centralizing Tendencies Centralizing Tendencies (J&J, Virgin)(J&J, Virgin)

11. Scour the world for Ingenious Alliance Partners— 11. Scour the world for Ingenious Alliance Partners— especially exciting start-ups especially exciting start-ups (Pfizer)(Pfizer)

12. Acquire for Innovation, not Market Share 12. Acquire for Innovation, not Market Share (Cisco, GE)(Cisco, GE)

13. Don’t overdo “pursuit of synergy” 13. Don’t overdo “pursuit of synergy” (GE, J&J, Time Warner)(GE, J&J, Time Warner)

14. Execution/Action Bias: Just do it … don’t obsess on14. Execution/Action Bias: Just do it … don’t obsess on how it “fits the business model.”how it “fits the business model.” (3M, J & J) (3M, J & J)

15. Find and Encourage and Promote Strong-willed/15. Find and Encourage and Promote Strong-willed/ Hyper-smart/Independent people Hyper-smart/Independent people (GE, PepsiCo, Microsoft)(GE, PepsiCo, Microsoft)

16. Support Internal Entrepreneurs16. Support Internal Entrepreneurs (3M, Microsoft) (3M, Microsoft)

17. Ferret out Talent anywhere/“No limits” approach to17. Ferret out Talent anywhere/“No limits” approach to retaining top talent retaining top talent (Virgin, GE, PepsiCo(Virgin, GE, PepsiCo))

SE22/Origins of Sustainable Entrepreneurship

18. Unmistakable Results & Accountability focus from18. Unmistakable Results & Accountability focus from the get-go to the grave the get-go to the grave (GE, New York Yankees, PepsiCo)(GE, New York Yankees, PepsiCo)

19. 19. Up or OutUp or Out (GE, McKinsey, big consultancies and law (GE, McKinsey, big consultancies and law

firms and ad agencies and movie studios in general)firms and ad agencies and movie studios in general)

20. Competitive to a fault! 20. Competitive to a fault! (GE, New York Yankees, News(GE, New York Yankees, News Corp/Fox, PepsiCo)Corp/Fox, PepsiCo)

21. “Bi-polar” Top Team, with “Unglued” Innovator #1,21. “Bi-polar” Top Team, with “Unglued” Innovator #1, powerful Control Freak #2 powerful Control Freak #2 (Oracle, Virgin) (Watch out when(Oracle, Virgin) (Watch out when #2 is missing: Enron)#2 is missing: Enron)

22. Masters of Loose-Tight/Hard-nosed about a very few22. Masters of Loose-Tight/Hard-nosed about a very few Core Values, Open-minded about everything elseCore Values, Open-minded about everything else (Virgin)(Virgin)

““HOW THE COAST HOW THE COAST GUARD GETS IT GUARD GETS IT RIGHT”RIGHT” —Headline, —Headline, TimeTime, 10.31.2005, 10.31.2005

**AutonomyAutonomy**FlexibilityFlexibility**“Perhaps the most important“Perhaps the most important distinction of the Coast distinction of the Coast Guard is that it trusts itself” Guard is that it trusts itself”

Itinerant. Itinerant. Potential. Potential. Machines.Machines.

TALENT POOL TO DIE FOR.TALENT POOL TO DIE FOR. Youthful. Youthful. Insanely energetic. Value creativity. Risk Insanely energetic. Value creativity. Risk taking is routine.taking is routine. Failing is normal … if Failing is normal … if you’re stretching. Want to “make their you’re stretching. Want to “make their

bones” in “the revolution.” Love the new bones” in “the revolution.” Love the new technologies. Well rewarded. technologies. Well rewarded. Don’t plan Don’t plan

to be around 10 years from now.to be around 10 years from now.

TALENT POOL PLUS.TALENT POOL PLUS. Seek out and Seek out and work with “world’s best” as needed work with “world’s best” as needed

(it’s often needed). (it’s often needed). “We aim to change “We aim to change the world, and we need gifted the world, and we need gifted

colleagues—who well may not be on colleagues—who well may not be on our payroll.”our payroll.”

BRASSY-BUT-GROUNDED-BRASSY-BUT-GROUNDED-LEADERSHIP.LEADERSHIP. Say “I don’t know”—and Say “I don’t know”—and

then unleash the TALENT. Have a vision to then unleash the TALENT. Have a vision to be DRAMATICALLY DIFFERENT—but don’t be DRAMATICALLY DIFFERENT—but don’t

expect the co. to be around forever. Will expect the co. to be around forever. Will scrap pet projects, and change course 180 scrap pet projects, and change course 180

degrees—and take a big write-off in the degrees—and take a big write-off in the process. process. NO REGRETS FROM SCREW-UPS NO REGRETS FROM SCREW-UPS

WHOSE TIME HAS NOT-YET-COME. WHOSE TIME HAS NOT-YET-COME. GREAT REGRETS AT TIME & $$$GREAT REGRETS AT TIME & $$$

WASTED ON “ME TOO” PRODUCTS WASTED ON “ME TOO” PRODUCTS AND PROJECTS. AND PROJECTS.

BRASSY-BUT-GROUNDED-LEADERSHIP. BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.)(Cont.) “Visionary” leaders matched by leaders “Visionary” leaders matched by leaders

with shrewd business sense: “HOW DO WE with shrewd business sense: “HOW DO WE TURN A PROFIT ON THIS GORGEOUS IDEA?” TURN A PROFIT ON THIS GORGEOUS IDEA?” Appreciate “market creation” as much as or Appreciate “market creation” as much as or

more than “market share growth.” more than “market share growth.” ARE ARE INSANELY AWARE THAT MARKET LEADERS ARE INSANELY AWARE THAT MARKET LEADERS ARE ALWAYS IN PRECARIOUS POSITIONS, AND THAT ALWAYS IN PRECARIOUS POSITIONS, AND THAT

MARKET SHARE WILL NOT PROTECT US, IN MARKET SHARE WILL NOT PROTECT US, IN TODAY’S VOLATILE WORLD, FROM THE NEXT TODAY’S VOLATILE WORLD, FROM THE NEXT KILLER IDEA AND KILLER ENTREPRENEUR.KILLER IDEA AND KILLER ENTREPRENEUR.

(Gates. Ellison. Venter. McNealy. Walton. Case. (Gates. Ellison. Venter. McNealy. Walton. Case. Etc.)Etc.)

ALLIANCE MANIACS.ALLIANCE MANIACS. Don’t assume Don’t assume that “the best resides within.” that “the best resides within.” WORK WORK WITH A SHIFTING ARRAY OF STATE-WITH A SHIFTING ARRAY OF STATE-OF-THE-ART PARTNERS FROM ONE OF-THE-ART PARTNERS FROM ONE

END OF THE “SUPPLY CHAIN” TO END OF THE “SUPPLY CHAIN” TO THE OTHERTHE OTHER. Including vendors and . Including vendors and consultants and … who especially … consultants and … who especially …

PIONEERING CUSTOMERS … will PIONEERING CUSTOMERS … will “pull us into the future.”“pull us into the future.”

TECHNOLOGY-NETWORK TECHNOLOGY-NETWORK FANATICS.FANATICS. Run the whole-damn-Run the whole-damn-

company, and relations with all outsiders, company, and relations with all outsiders, on the Internet … at Internet speed. on the Internet … at Internet speed.

Reluctant to work with those who don’t Reluctant to work with those who don’t share this (radical) vision.share this (radical) vision.

POTENTIAL MACHINES-POTENTIAL MACHINES-ORGANISMS.ORGANISMS. Don’t know Don’t know

what’s coming next. But are what’s coming next. But are ready to jump at ready to jump at

opportunities, especially opportunities, especially those that challenge-those that challenge-

overturn our own “way of overturn our own “way of doing things.”doing things.”

““ORGANIZATION” = ORGANIZATION” = STRATEGY: THE STRATEGY: THE

GUERRILLA GUERRILLA ADVANTAGEADVANTAGE

““New Era of War, and U.S. Isn’t New Era of War, and U.S. Isn’t Ready Conflicts of Future: Ready Conflicts of Future:

Nations vs. Networks”Nations vs. Networks” —Headline/p1/

International Herald Tribune /31.07.2006

Opening: “Pound for pound and pounding, the Israeli military is one of the world’s finest. But Hezbollah, with the discipline and ferocity of its fighters and its ability

to field advanced weaponry, has taken Israel by surprise. Now that surprise has rocketed back to

Washington and across the U.S. military.”

“We are into the first great war between nations and networks. This proves the growing strength of networks as a threat to American national security.” —John Arguilla,

USNPGS, from “Net Warfare 101”

Small units … agile … Small units … agile … lethal … invisible … lethal … invisible … guerrilla … network guerrilla … network

warfare … distributed warfare … distributed … dispersed … … dispersed …

mobile .. Flat mobile .. Flat [hierarchy][hierarchy] … … improvisational … etc.improvisational … etc.

““ORGANIZATION” = STRATEGY: THE GUERILLA ORGANIZATION” = STRATEGY: THE GUERILLA ADVANTAGE:ADVANTAGE: Agile.Agile. (Sluggish.) (Sluggish.) Wily.Wily. (Big footprint.) (Big footprint.) Always Always

moving.moving. (Seldom moving.) (Seldom moving.) Brownian motion per se bewilders the Brownian motion per se bewilders the enemy.enemy. (Blind despite NewTech.) (Blind despite NewTech.) Momentum comes from small Momentum comes from small

wins.wins. (Small wins invisible, too small scale to execute.) (Small wins invisible, too small scale to execute.) Goal is Goal is converts, not territoryconverts, not territory.. (Protect territory.) (Protect territory.) Offense.Offense. (Defense.) (Defense.) Travel light; very high “tooth to tail” ratioTravel light; very high “tooth to tail” ratio.. (Travel heavy, low (Travel heavy, low

“tooth to tail.) “tooth to tail.) Live off the land.Live off the land. (Tortuous supply chain.) (Tortuous supply chain.) UNPREDICTABLE; BEHAVIOR NEARLY RANDOM.UNPREDICTABLE; BEHAVIOR NEARLY RANDOM. (VERY (VERY PREDICTABLE; LONG PLANNING CYCLE; OBSERVABLE PREDICTABLE; LONG PLANNING CYCLE; OBSERVABLE

FOOTPRINT.)FOOTPRINT.) Dug in but not dug in.Dug in but not dug in. (Dug in but vulnerable.) (Dug in but vulnerable.) No No HQ; floating HQ. HQ; floating HQ. (Big HQ at home and away.) (Big HQ at home and away.) Few fixed assets.Few fixed assets.

(Mostly fixed assets.) (Mostly fixed assets.) Scroungers mentalityScroungers mentality. (Methodical & complex.) . (Methodical & complex.) Mobile communicationsMobile communications. (Fixed communications.) . (Fixed communications.) Everything, Everything,

including people, disposable.including people, disposable. (Tight “asset management,” materials & (Tight “asset management,” materials & humans.) humans.) No fortress to guard.No fortress to guard. (Big fortresses which must be (Big fortresses which must be

guarded.) guarded.) Replaceable leaders.Replaceable leaders. (Formal, rule-based hierarchy.) (Formal, rule-based hierarchy.) Self-Self-healing network, like Internet.healing network, like Internet. (Network far more fixed.) (Network far more fixed.) Hackers Hackers

mentality.mentality. (Planner’s mentality.) (Planner’s mentality.) DECENTRALIZED.DECENTRALIZED. (CENTRALIZED.)(CENTRALIZED.) KIAs are celebrated.KIAs are celebrated. (KIAs are the ultimate loss.) (KIAs are the ultimate loss.)

Natural reorganizations following cell division model.Natural reorganizations following cell division model. (Methodical, high-friction change.) (Methodical, high-friction change.) Few formal layers.Few formal layers. (Lotsa formal (Lotsa formal

layers.) layers.) Few rulesFew rules. (Lotsa rules.). (Lotsa rules.)

““ORGANIZATION” = STRATEGY: THE GUERILLA ORGANIZATION” = STRATEGY: THE GUERILLA ADVANTAGE:ADVANTAGE: Management By VisionManagement By Vision. (Management by law-rule . (Management by law-rule

books.) books.) Miniaturized but deadly weapons.Miniaturized but deadly weapons. (Fixed weapons.) (Fixed weapons.) Invent your own arsenal.Invent your own arsenal. (Gazillion-year weapons acquisition cycle.) (Gazillion-year weapons acquisition cycle.) Multiplier impact by spreading confusion.Multiplier impact by spreading confusion. (Need set-piece victories (Need set-piece victories to satisfy constituents.) to satisfy constituents.) Passion.Passion. (Supportive at the level of car decals.) (Supportive at the level of car decals.)

Little value on current rulesLittle value on current rules. . (Value of life paramount.) (Value of life paramount.) Ad hoc; Ad hoc; RFA or FFF.RFA or FFF. (R.A.F. / Ready. Aim. Aim. Aim. Fire.) (R.A.F. / Ready. Aim. Aim. Aim. Fire.) SIMPLE SIMPLE

PHILOSOPHY THAT BINDS, FLEXIBLE ORG, FLEXIBLE OPS.PHILOSOPHY THAT BINDS, FLEXIBLE ORG, FLEXIBLE OPS. (COMPLEX PHILOSOPHY, INFLEXIBLE ORG, INFLEXIBLE OPS.)(COMPLEX PHILOSOPHY, INFLEXIBLE ORG, INFLEXIBLE OPS.)

Different time frame; a 1,000 year conflict.Different time frame; a 1,000 year conflict. (Need to show progress (Need to show progress daily.) daily.) Attract youth with more energy and zeal than good Attract youth with more energy and zeal than good

sense.sense. (Mature and inflexible and cautious and methodical.) (Mature and inflexible and cautious and methodical.) Minimum Minimum need to spin; as easy to spin a loss as a win.need to spin; as easy to spin a loss as a win. (Battle plans designed (Battle plans designed

& distorted & diluted to produce spin per se.) & distorted & diluted to produce spin per se.) Ad hoc.Ad hoc. (Due process.) (Due process.) “Media” looks for wins; media values small wins.“Media” looks for wins; media values small wins. (Media fixated (Media fixated by SNAFUs; small wins beneath the radar.) by SNAFUs; small wins beneath the radar.) Win when enemy over-Win when enemy over-

reacts. reacts. (Lose if over-react.) (Lose if over-react.) Ubiquitous webs.Ubiquitous webs. (Ubiquitous (Ubiquitous bureaucracy.) bureaucracy.) Recruit, support, impact follows Virus Model; Recruit, support, impact follows Virus Model; recruit via Buzz.recruit via Buzz. (All is formal.) (All is formal.) Value of conventional scale Value of conventional scale

declining exponentially.declining exponentially. (Still citizens of a “big is beautiful” age.) (Still citizens of a “big is beautiful” age.) Virtually no way to lose; a loss is a win as much or more than a Virtually no way to lose; a loss is a win as much or more than a win is a win.win is a win. (Virtually no way to win; a win is often a loss as much as a (Virtually no way to win; a win is often a loss as much as a

loss is a loss.)loss is a loss.)

“It is notnot the strongest of the

species that survives, nornor the most

intelligent, but the the one most responsive one most responsive to changeto change.”.” —Charles Darwin

—James Yorke, mathematician, on chaos theory, in The New Scientist

“If things seem If things seem under control, under control, you’re just not you’re just not

going fast going fast enough.”enough.” —Mario Andretti

Inflexibility and mass Inflexibility and mass are favored in static are favored in static times. Flexible and times. Flexible and

ephemeral are favored ephemeral are favored in chaotic times.in chaotic times.

Stephen Jay Gould:

Bacteria rule! Bacteria rule! Sizeable casesSizeable cases

[e.g. humans] are virtually are virtually irrelevant irrelevant anomalies.anomalies.

““Crazy Times Crazy Times Call for Crazy Call for Crazy

Organizations”Organizations” —Subtitle, The Tom Peters Seminar (1993)

4/40.4/40.

4/404/40

De-cent-De-cent-ral-iz-ral-iz-a-tion!a-tion!

“‘“‘DecentralizatioDecentralization’ is n’ is notnot a piece a piece of paper. It’s of paper. It’s notnot me. It’s either in me. It’s either in

your heart, or your heart, or not.”not.”

—Brian Joffe/BIDvest

Ex-e-Ex-e-cu-cu-

tion!tion!

““ExecutionExecution is is thethe j jobob of of

the business the business leader.”leader.” —Larry Bossidy & Ram

Charan/ Execution: The Discipline of Getting Things Done

Ac-count-Ac-count-a-bil-ity!a-bil-ity!

““GE has set a GE has set a standard of candor. standard of candor.

… There is no … There is no puffery. … puffery. … There There isn’t an ounce of isn’t an ounce of

denial in the placedenial in the place.”.” —

Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

6:15A.M6:15A.M..

????????

Work Hard > Work Hard > Work SmartWork Smart

A man approached A man approached JP MorganJP Morgan, held up an envelope, and said, “Sir, , held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will in my hand I hold a guaranteed formula for success, which I will

gladly sell you for $25,000.”gladly sell you for $25,000.”

“Sir,” JP Morgan replied, “I do not know what is in the envelope, “Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a however if you show me, and I like it, I give you my word as a

gentleman that I will pay you what you ask.”gentleman that I will pay you what you ask.”

The man agreed to the terms, and handed over the envelope.The man agreed to the terms, and handed over the envelope.JP Morgan opened it, and extracted a single sheet of paper. JP Morgan opened it, and extracted a single sheet of paper.

He gave it one look, a mere glance, then handed the piece of paper He gave it one look, a mere glance, then handed the piece of paper back to the gent.back to the gent.

And paid him the And paid him the agreed-upon $25,000 …agreed-upon $25,000 …

1. Every morning, write a Every morning, write a list of the things that list of the things that need to be done that need to be done that day. day.

2.2. Do them.Do them. Source: Hugh MacLeod/tompeters.com/NPR

DECENTRALIZATION.DECENTRALIZATION.EXECUTION.EXECUTION.

ACCOUTABILITY.ACCOUTABILITY.66:15A.M.:15A.M.

ACTION.ACTION.ROOTS.ROOTS.

GRANTGRANTNELSONNELSON

BOYDBOYDBOSSIDYBOSSIDYPEROTPEROT

MASTERSMASTERSHERBHERB

PETERS-WATERMANPETERS-WATERMANHAMLET+HAMLET+

GRANTGRANT

““The only way to The only way to whip an army iswhip an army is to go out and to go out and fight it.”fight it.” —Grant

Source: John Mosier, Grant

““recognized the value of recognized the value of momentum … throw momentum … throw

[opponent] off balance … [opponent] off balance … blitzkrieg … traveling light blitzkrieg … traveling light

… headquarters in the … headquarters in the saddle”saddle” —Jean Edward Smith/GRANT

"The art of war is simple "The art of war is simple enough. enough. Find out where Find out where

your enemy is. Get at him your enemy is. Get at him as soon as as soon as yyou canou can. Strike . Strike at him as hard as you can at him as hard as you can and as often as you can, and as often as you can,

and and keekeepp movin movingg on on."." —Grant, courtesy Richard Cauley at tompeters.com

(original source unknown)

“One of my superstitions had always been when I

started to go anywhere or

to do anything, not to not to turn backturn back, or stop, until the thing intended was accomplished.” —Grant

NELSONNELSON

On NELSON: “[other] “[other] admirals more admirals more frightened of frightened of losing than losing than

anxious to win”anxious to win”

BOYDBOYD

He who has the He who has the quickest quickest

“O.O.D.A. “O.O.D.A. Loops”* wins!Loops”* wins!

*Observe. Orient. Decide. Act. /Col. John Boyd

“Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all

about high operational tempo and the rapid exploitation of opportunity.” —Robert Coram, Boyd

“Re-arrange the mind “Re-arrange the mind of the enemy”of the enemy” —T.E. Lawrence

“Float like a butterfly, “Float like a butterfly, sting like a bee”sting like a bee” —Ali

BOYD: The Fighter Pilot Who Changed

the Art of War (Robert Coram)

BOSSIDYBOSSIDY

“Execution is a

systematic systematic processprocess of rigorously

discussing hows and whats, tenaciously following through, and

ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution:

The Discipline of Getting Things Done

PEROTPEROT

READY.READY.FIRE!FIRE!AIM.AIM.

Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)

MASTERSMASTERS

“This is so simple it sounds stupid, but it is amazing how few oil people really

understand that you only you only find oil if you find oil if you drill wellsdrill wells.. You may

think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

You only find You only find oil if you oil if you drill wells.drill wells.

HERBHERB

““We have a We have a ‘strategic plan.’ ‘strategic plan.’ It’s called It’s called doing doing thingsthings.”.” — Herb Kelleher

PETERS-PETERS-WATERMANWATERMAN

In Search of Excellence/1982/The Bedrock “Eight Basics”

1. A Bias for A Bias for ActionAction

2. Close to the Customer3. Autonomy and Entrepreneurship4. Productivity Through People5. Hands On, Value-Driven6. Stick to the Knitting7. Simple Form, Lean Staff8. Simultaneous Loose-Tight Properties”

““Do it. Do it. Fix it. Fix it. Try it.”Try it.”

Tom Peters/Business Week/07.1978 (Principal #1/first anticipation of “Excellence”)

PETERS: THE PETERS: THE “ACT. THINK.”“ACT. THINK.”CHRONICLESCHRONICLES

““Think”Think”vsvs

“Do”“Do”

A>BA>Bvs

B>AB>A

CK Chesterton: “How do I How do I know what I think until I see know what I think until I see what I say?” what I say?”

Reporter: “Mr Drucker, why “Mr Drucker, why are you still giving speeches are you still giving speeches at 90?” at 90?” PD: “How else can I figure How else can I figure out what I’m thinking?”out what I’m thinking?”

TP: No plan, total No plan, total accountabilityaccountability

TK: Perfect plan, no Perfect plan, no accountability*accountability*

*LG & IBM

““Experiment Experiment fearlessly”fearlessly”

Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1

“We made mistakes, of course. Most of them were omissions we didn’t 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, we’re already on prototype

version No. 5No. 5. By the time our rivals are ready

with wires and screws, we are on version No. No. 1010.. It It ggets back to ets back to pplanninlanningg

versus actinversus actingg: We act from da: We act from dayy one; othersone; others p plan how to lan how to pplan—lan—for monthsfor months.”.” —Bloomberg by Bloomberg

HAMLET+HAMLET+

““By By indirections indirections

find directions find directions out.”out.” —Hamlet, II. i

“My only goal is to have no goals. The goal, every time, is that film, that very moment.” —Bernardo Bertolucci

BEDROCK.BEDROCK.TALENT.TALENT.

Brand Brand = =

Talent.Talent.

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 is free to do his or her absolute besther absolute best.”.”

“The best thing a leader can do for a

Great Group is to allow its allow its members to discover their members to discover their

greatnessgreatness.”.”

Leadership’s Mt Everest/Mt Excellence

“free to do his or her “free to do his or her absolute best” …absolute best” …

“allow its members “allow its members to discover their to discover their

greatness.”greatness.”

“The role of the Director is to create a space where

the actor or actress can become more than become more than they’ve ever been they’ve ever been before, more than before, more than

they’ve dreamed of they’ve dreamed of beingbeing.”.” —Robert Altman, Oscar acceptance

CCtataOO*

*Chief talent acquisitiontalent acquisition Officer

CRO/Chief Recruiting Officer: #1 strategic issue in

“commoditized” world, enormous financial services

company. Agent turnover.

15%15% retention after 44 years. (Industry average is 11% …

“because that’s the way it is”because that’s the way it is” ) )

CCQQOO*

*Chief quest-meister

““We are a We are a ‘Life ‘Life

Success’ Success’ Company.”Company.”

Dave Liniger, founder, RE/MAX

“No matter what the situation, [the great manager’s]

first response is always to think about the individual concerned and how things can be arranged to helhelpp

that individual exthat individual expperience erience successsuccess.”.” —Marcus Buckingham,

The One Thing You Need to Know

“The key difference between checkers and

chess is that in checkers the pieces all move the same way, whereas in

chess all the pieces move differently. … Discover Discover

what is uniwhat is uniqque about each ue about each pperson and caerson and cappitalize on italize on

itit.”.” —Marcus Buckingham,

The One Thing You Need to Know

Our Mission

To develop and manage To develop and manage talent;talent;

to apply that talent,to apply that talent,throughout the world, throughout the world,

for the benefit of clients;for the benefit of clients;to do so in partnership; to do so in partnership;

to do so with profit.to do so with profit.

““Leaders Leaders

‘‘dodo’’ people. people.

Period.”Period.” —Anon.

Les Wexner: From From sweaters to … sweaters to …

ppeoeopplele!!

““The leaders of Great The leaders of Great

Groups Groups lovelove talent talent and know where to find and know where to find

it. They it. They revel revel in the in the talent of others.”talent of others.” —

Warren Bennis & Patricia Ward Biederman, Organizing Genius

PARC’s Bob Taylor:

“Connoisseu“Connoisseur r

of Talent”of Talent”

Hire Hire ververy y good good

people!people!

“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-

Pacific changed 2020 of his 4040 box plant managers to

put more talented, higher paid managers in charge. He increased profitability from

$$2525 million to $$8080 million in 22 years.”

—Ed Michaels, War for Talent

DDDD$21M$21M

A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:

First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.

Second: Putting Putting HRHR on a par with on a par with finance and finance and marketing.marketing.

What’s your company’s … EVP/EVP/IBPIBP?*

*Employee Value Proposition, per Ed Michaels et al.,

The War for Talent; IBP/Internal Brand Promise per TP

EVP/IBP = Remarkable challenge, rapid professional

growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employability

Source: Ed Michaels, The War for Talent; TP

A Few Lessons from the Arts

Each hired and developed and evaluated in unique waysEach hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways =

23 personalities = 23 sets of motivators)

Attitude/Enthusiasm/Energy paramountAttitude/Enthusiasm/Energy paramountRe-lent-less!Re-lent-less!

“Practice is cool”“Practice is cool” (G Leonard/Mastery)

Team Team and and individual individual Aspire to Aspire to EXCELLENCE EXCELLENCE = Obvious= Obvious

Ex-e-cu-tionEx-e-cu-tionTalent = Brand = DuhTalent = Brand = Duh“The Project” rules“The Project” rulesEmotional languageEmotional language

Bit players. No.Bit players. No.B.I.WB.I.W. (everything)

Delta events = Delta rostersDelta events = Delta rosters (incl leader/s)

Re-imaRe-imaggineinePeoPeopple Power:le Power:

The Talent The Talent5050

The Talent50

1. People first!1. People first!2. Soft is Hard. 2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/Intellectual- Age of Talent/ Creativity/Intellectual- capital Added. capital Added.4. Talent “excellence” in every part of 4. Talent “excellence” in every part of thethe organization. organization.5. P.O.T./Pursuit Of Talent = Obsession.5. P.O.T./Pursuit Of Talent = Obsession.6. HR sits at The Head Table.6. HR sits at The Head Table.7. HR is “cool.”7. HR is “cool.”

The Talent50

8. Re-name “HR.” (Talent Department, Center of 8. Re-name “HR.” (Talent Department, Center of

Talent Excellence) Talent Excellence)9. There’s an HR Strategy9. There’s an HR Strategy10. There is a FORMAL Recruitment Strategy.10. There is a FORMAL Recruitment Strategy.11. There is a FORMAL Leadership Development 11. There is a FORMAL Leadership Development Strategy. Strategy.12. There is a “world class” Leadership12. There is a “world class” Leadership Development Center. Development Center.13. There is a FORMAL-STRATEGIC HR Review13. There is a FORMAL-STRATEGIC HR Review Process. Process.14. The “Top100,” and every unit’s Top10, are14. The “Top100,” and every unit’s Top10, are consciously managed. consciously managed.

The Talent50

15. “People/Talent Reviews” are the FIRST reviews.16. HR Strategy = Business Strategy.17. Make it a Cause Worth Signing Up For..

18. Set Sky High Standards.19. Enlist everyone in Challenge Century21.20. Pursue the Best!21. Up or Out.22. Ensure that the Review Process has INTEGRITY.23. Pay!

The Talent50

24. Training I: Train! Train! Train!24. Training I: Train! Train! Train!25. TII: 100% “business people.”25. TII: 100% “business people.”26. TIII: 100% Leaders.26. TIII: 100% Leaders.27. TIV: Boss as Trainer-in-Chief.27. TIV: Boss as Trainer-in-Chief.28. Open Communication I: NO28. Open Communication I: NO BARRIERS. BARRIERS.29. Open Communication II: Share29. Open Communication II: Share Information. (ALL!) Information. (ALL!)30. Respect!30. Respect!31. INTEGRITY!31. INTEGRITY!32. Treat the Whole Individual.32. Treat the Whole Individual.

The Talent50

33. Places of “grace.”33. Places of “grace.”34. MBWA: The “Rudy Rule.”34. MBWA: The “Rudy Rule.”35. Thank You!35. Thank You!36. Promote for “people skills.”36. Promote for “people skills.” (ALL ELSE IS SECONDARY.) (ALL ELSE IS SECONDARY.)37. Honor youth.37. Honor youth.38. Early leadership assignments.38. Early leadership assignments.39. Fast Tracking is the norm.39. Fast Tracking is the norm.40. Create a System of Mentoring.40. Create a System of Mentoring.

The Talent50

41. Diversity!41. Diversity!42. Diversity starts on the Board of42. Diversity starts on the Board of Directors. Directors.43. WOMEN RULE.43. WOMEN RULE.44. Weird Wins.44. Weird Wins.45. We are all unique. 45. We are all unique. 46. Bosses “win people over.”46. Bosses “win people over.”47. GOAL: Adventures of Mutual47. GOAL: Adventures of Mutual Discovery. Discovery.48. Foster Independence.48. Foster Independence.49. Enthusiasm!49. Enthusiasm!

50. Talent Talent = Brand.= Brand.

EXCELLENCE. EXCELLENCE. WOMEN.WOMEN.

RULE.RULE.

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that

female managers outshine their male counterparts in almost every measure”

Title, Special Report/BusinessWeek

Women’s Negotiating Strengths

*Ability to put themselves in their *Ability to put themselves in their counterparties’ shoes counterparties’ shoes*Comprehensive, attentive and detailed*Comprehensive, attentive and detailed communication style communication style*Empathy that facilitates trust-building*Empathy that facilitates trust-building*Curious and attentive listening*Curious and attentive listening*Less competitive attitude*Less competitive attitude*Strong sense of fairness and ability to *Strong sense of fairness and ability to persuadepersuade*Proactive risk manager*Proactive risk manager*Collaborative decision-making*Collaborative decision-making

Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”

“TAKE THIS QUICK QUIZ: Who manages more Who manages more things at once?things at once? Who puts more effort into their Who puts more effort into their appearance?appearance? Who usually takes care of the Who usually takes care of the

details?details? Who finds it easier to meet new Who finds it easier to meet new people?people? Who asks more questions in a Who asks more questions in a

conversation?conversation? Who is a better listener?Who is a better listener? Who Who has more interest in communication skills?has more interest in communication skills? Who is more inclined to get involved?Who is more inclined to get involved? Who Who encourages harmony and agreement?encourages harmony and agreement? Who Who

has better intuition?has better intuition? Who works with a longer Who works with a longer ‘to do’ list?‘to do’ list? Who enjoys a recap to the day’s Who enjoys a recap to the day’s events?events? Who is better at keeping in touchWho is better at keeping in touch

with others?”with others?”

Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

WOMENWOMEN

DOMINATE DOMINATE ECONOMIC ECONOMIC GROWTH.GROWTH.

““Forget China, Forget China, India and the India and the

Internet: Economic Internet: Economic Growth Is Driven Growth Is Driven by by WomenWomen.”.” —Headline,

Economist, April 15, 2006, Leader, page 14

Impact! Add It Up!

Primary markets/EverythingPrimary markets/Everything (“Men

buy things that other men will buy for women. I buy things that women want.”—successful jeweler/F. “Women are the majority market” —Fara Warner/The Power of the Purse. Women as Purchasing Officers, CIOs, etc.)

Greater global workforce Greater global workforce participation rateparticipation rate (“bigger contributor to GDP

growth than technology, China, India”—Economist)

Higher wagesHigher wages (more seniority, promotions—even if not

to CEO; greater pay equity—even if not equal)

Business “decision makers”Business “decision makers” (more

seniority, promotions—even if not to CEO)

Women-owned businessesWomen-owned businesses (answer to

the Glass Ceiling—10.6M in USA; recipients of “micro-lending”—developing world)

#10#10

EXCELLENCE. EXCELLENCE. INDIVIDUAL.INDIVIDUAL.BRAND YOU.BRAND YOU.

““If there is nothing If there is nothing very special about very special about your work,your work, no matter no matter how hard you apply yourself how hard you apply yourself you won’t get noticed, and you won’t get noticed, and

that increasingly means you that increasingly means you

won’t get paid much either.”won’t get paid much either.” —Michael Goldhaber, Wired

New Work SurvivalKit.2006

1. Mastery!Mastery! (Best/Absurdly Good at Something!)2. “Manage” to Legacy“Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)3. A “USP”/Unique Selling PropositionA “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words) 4. Rolodex ObsessionRolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty)5. Entrepreneurial InstinctEntrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project)6. CEO/Leader/Businessperson/CloserCEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)7. Master of ImprovMaster of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber)8. Sense of HumorSense of Humor (A willingness to Screw Up & Move On)9. Comfortable with Your SkinComfortable with Your Skin (Bring “interesting you” to work!)10. Intense Appetite for TechnologyIntense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?)11. Embrace “Marketing”Embrace “Marketing” (Your own CSO/Chief Storytelling Officer)12. Passion for RenewalPassion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence!Execution Excellence! (Show up on time! Leave last!)

DistinctDistinct … or

… ExtinctExtinct

“To To BeBe somebody or somebody or

to to DoDo something”something”

BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

““You are the You are the storyteller of your storyteller of your own life, and you own life, and you can create your can create your own legend or own legend or

not.”not.” —Isabel Allende

““It’s It’s alwaysalways

showtime.”showtime.” —David D’Alessandro, Career Warfare

““In Tom’s world, it’s In Tom’s world, it’s always better to try always better to try

a swan dive and a swan dive and deliver a colossal deliver a colossal belly flop than to belly flop than to

step timidly off the step timidly off the board while holding board while holding your nose.”your nose.” —Fast Company

““Life is not a journey to the Life is not a journey to the grave with the intention of grave with the intention of

arriving safely in a pretty and arriving safely in a pretty and well-preserved body—but well-preserved body—but rather a skid in broadside, rather a skid in broadside, thoroughly used up, totally thoroughly used up, totally

worn out, and loudly worn out, and loudly proclaiming, ‘Wow, what proclaiming, ‘Wow, what

a ride!’ ”a ride!’ ” —anon.

Getting to WOW Getting to WOW Through Mastery of … Through Mastery of …

The The SalesSales2525..

Getting Things Done:Getting Things Done: The The

Power & Power &

ImplementationImplementation3434..

Presentation Presentation Excellence: Excellence: The The

PresX56PresX56

The Interviewing The Interviewing Excellence:Excellence: The IntX31The IntX31

#11#11

EXCELLENCE.EXCELLENCE.MOTIVATIONAL MOTIVATIONAL

STUFF.STUFF.

“Do one thing Do one thing every day that every day that scares you.”scares you.”

—Eleanor Roosevelt

““ARE YOU BEING ARE YOU BEING REASONABLE? Most REASONABLE? Most

people are reasonable; people are reasonable; that’s why they only do that’s why they only do

reasonably well.”reasonably well.”

Source: Paul Arden, Whatever You Think Think the Opposite

"The reasonable man adapts himself to the world. The

unreasonable one persists in trying to adapt the world to

himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw,

Man and Superman: The Revolutionists' Handbook.

“If it’s not fun you’re not doing

it right.”—Fran Tarkenton

““The The [Union senior][Union senior] officers rode past the officers rode past the Confederates smugly without any sign Confederates smugly without any sign of recognition except by one. ‘When of recognition except by one. ‘When

GeneralGeneral GrantGrant reached the line of reached the line of ragged, filthy, bloody, despairing ragged, filthy, bloody, despairing

prisoners strung out on each side of prisoners strung out on each side of the bridge, he lifted his hat and held it the bridge, he lifted his hat and held it over his head until he passed the last over his head until he passed the last man of that living funeral cortege. He man of that living funeral cortege. He was the only officer in that whole train was the only officer in that whole train

who recognized us as being on the who recognized us as being on the face of the earth.’*”face of the earth.’*”

*quote within a quote from diary of a Confederate soldier

Stop Stop Doing Doing

It!It!

““The The oneone thinthing you g you need to know about need to know about sustained individual sustained individual

success: Discover success: Discover what you don’t like what you don’t like

doing and doing and stopstop doing it.”doing it.”

—Marcus Buckingham, The One Thing You Need to Know

Start Start Doing Doing

It!It!

““A year from A year from nownow

you may wish you may wish You had You had

started today.”started today.” —Karen Lamb

#12#12

EXCELLENCE. EXCELLENCE. AWOL: THE AWOL: THE SCHOOLS SCHOOLS FIASCO. FIASCO.

“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 child—let alone our child—receive a poor grade

in art at such a young age? His teacher His teacher informed us that he had informed us that he had

refused to color within the refused to color within the lines, which was a state lines, which was a state

requirement for requirement for demonstrating ‘grade-level demonstrating ‘grade-level

motor skillsmotor skills.’ ” —Jordan Ayan, AHA!

“How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En mass the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE:

About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached

SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the

group as a ‘closet artist.’ The point is:

Every school I visitedEvery school I visited was participating in was participating in

the systematic suppression the systematic suppression of creative genius of creative genius.”

Source: Gordon MacKenzie, Orbiting the Giant Hairball

Ye gads: ““Thomas Stanley has not only found Thomas Stanley has not only found no correlation between success in school and no correlation between success in school and an ability to accumulate wealth, he’s actually an ability to accumulate wealth, he’s actually found a nefound a neggative correlationative correlation. ‘It seems that . ‘It seems that

school-related evaluations are poor school-related evaluations are poor predictors of economic success,’ Stanley predictors of economic success,’ Stanley

concluded. What did predict success was a concluded. What did predict success was a willingness to take risks. Yet the success-willingness to take risks. Yet the success-

failure standards of most schools penalized failure standards of most schools penalized risk takers. risk takers. Most educational systems reward Most educational systems reward those who play it safe. As a result, those who those who play it safe. As a result, those who

do well in school find it hard to take risks do well in school find it hard to take risks

later onlater on.”.” —Richard Farson & Ralph Keyes,

Whoever Makes the Most Mistakes Wins

15 “Leading” Biz Schools

DesignDesign/Core: 00Design/Elective: 1

CreativitCreativityy/Core: 00Creativity/Elective: 4

InnovationInnovation/Core: 00Innovation/Elective: 6

Source: DMI/Summer 2002/Research by Thomas Lockwood

M.I.A.*: TalkTalk.. (Present.) ListenListen.. (Interview.) SellSell.. (Life = Sales.) DoDo.. (Execution-

Implementation.) Talent.Talent. (Recruit-Develop-Retain.) Project Management.Project Management. (Create. Solicit

support. Execution. Adoption-Client “Culture Change.”) Product.Product. (“It.”) Innovation.Innovation. (Design.

Creativity. “Buzz-building.” Politics.) Leadership.Leadership. (USMA, etc.) E.Q.E.Q. (Connect.) “Culture” “Culture”

Change.Change. (Lasting impact.) Diversity. (Cross-

cultural Effectiveness.) Career Creation.Career Creation. (Brand You life-lifestyle.) Wellness. (Life.)

*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)

New Economy Biz Degree Programs

MBAMBA (Master of Business AdministrationAdministration)

MMM1MMM1 (Master of MetaphysicalMetaphysical Management)

MMM2MMM2 (Master of MetabolicMetabolic Management)MGLFMGLF (Master of Great LeapsLeaps Forward)

MTDMTD (Master of TalentTalent Development)

W/MW/MwwGTDGTDw/ow/oCC (Woman/Man Who Gets Gets Things DoneThings Done without Certificate)

DEDE (Doctor of EnthusiasmEnthusiasm)

Fact: Last 4 Deans … Finance, Finance, Economics, Accounting, FinanceEconomics, Accounting, Finance.

Query: WILL THERE EVER BE ONE FROM THE “TOP LINE” SIDE:

INNOVATIONNNOVATION (Ha, Ha), ENTREPRENEURSHIP,ENTREPRENEURSHIP,

MARKETING, SALESMARKETING, SALES (Ha Ha)? OR THE “PEOPLE” SIDE: HRHR?

#13#13

BEDROCK.BEDROCK.LEADERSHIP.LEADERSHIP.

BEDROCK.BEDROCK.PURPOSE.PURPOSE.

““I never, ever thought I never, ever thought of myself as a of myself as a

businessman. businessman. I was I was interested in interested in

creating things I creating things I would be proud would be proud

ofof.”.” —Richard Branson

“Management has a lot to do with answers. Leadership is a function of questions. And the

first question for a leader always

is: ‘‘WhoWho dodo wewe iintendntend toto bebe?’?’ Not ‘What are we going to do?’

but ‘Who do we intend to be?’” —Max De Pree, Herman Miller

““People want to be part People want to be part of something larger of something larger

than themselves. They than themselves. They want to be part of want to be part of

something they’re really something they’re really proud of, that they’ll proud of, that they’ll

fight for, sacrifice for , fight for, sacrifice for , trust.”trust.”

—Howard Schultz, Starbucks (IBD/09.05)

Ah, kids: “What is your vision “What is your vision for the future?” for the future?” “What have “What have you accomplished since your you accomplished since your first book?”first book?” “Close your eyes “Close your eyes and imagine me immediately and imagine me immediately doing something about what doing something about what

you’ve just said. What would it you’ve just said. What would it be?” be?” “Do you feel you have an “Do you feel you have an obligation to ‘Make the world a obligation to ‘Make the world a

better place’?”better place’?”

EXCELLENCE. EXCELLENCE. THE STORY.THE STORY.

THE MESSAGE.THE MESSAGE.

“To change minds effectively, leaders make

particular use of two tools: the

storiesstories that they tell

and the liveslives that

they lead.” —Howard Gardner,

Changing Minds

Message clarity = CALENDAR CALENDAR + + MBWAMBWA + + Language Language ++ Perceived Perceived

INTENSITY/ENTHUSIASM/ INTENSITY/ENTHUSIASM/ ENERGY ENERGY ++ Concrete-Visible Concrete-Visible

support support ++ Prototypes Prototypes + + Tolerance for Failure/“Good Tolerance for Failure/“Good

losses”losses” + + Promotions Promotions + + TempoTempo + + Resilience Resilience ++ Celebration Celebration ++

Perceived RELENTLESSNESSPerceived RELENTLESSNESS + + TrainingTraining

EXCELLENCE. BY EXCELLENCE. BY

INVITATION.INVITATION.

invitesinvites the workforce itself to change the culture.”

—Lou Gerstner

“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t

have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of

people is very, very hard. [Yet] I [Yet] I came to see in my came to see in my time at IBM that time at IBM that

culture isn’t just one culture isn’t just one aspect of the game—it aspect of the game—it isis the game.” the game.” —Lou Gerstner,

Who Says Elephants Can’t Dance

EXCELLENCE.EXCELLENCE.ENTHUSIASM.ENTHUSIASM.

ENERGY. ENERGY. PASSION.PASSION.

““Before you can inspire Before you can inspire with emotion, you must be with emotion, you must be swamped with it yourself. swamped with it yourself. Before you can move their Before you can move their tears, your own must flow. tears, your own must flow.

To convince them, you To convince them, you must yourself believe.”must yourself believe.” —

Winston Churchill

““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”

—Samuel Taylor Coleridge

“Enthusiasm, Enthusiasm, the ultimate the ultimate

virus.”virus.”

““Whenever anything is Whenever anything is being accomplished, I being accomplished, I

have learned, it is have learned, it is being done by a being done by a

monomaniac with a monomaniac with a mission.”mission.” —Peter Drucker

““Most important,Most important,

he he uppedupped the the energyenergy levellevel at at

Motorola.”Motorola.” —Fortune on Ed Zander/08.05

Q: “If it were your $100K [life’s savings] and my $100K, what sort of Waiters would we look for?”

“Enthusiasts!”“Enthusiasts!”

RELENTLESSNESS.RELENTLESSNESS.

RE-LENT-RE-LENT-LESS-LESS-NESSNESS

BLOOD-Y-BLOOD-Y-MIND-ED-MIND-ED-

NESSNESS

Bloodyminded: Unreasonably

stubborn

Source: The Random House Dictionary of the English Language

““Whenever anything is Whenever anything is being accomplished, I being accomplished, I

have learned, it is being have learned, it is being done by a monomaniac done by a monomaniac with a mission.”with a mission.” —Peter Drucker

““It is no use It is no use saying ‘We are saying ‘We are doing our best.’doing our best.’ You have got to You have got to succeed in doing succeed in doing

what is what is necessary.”necessary.” —WSC

AGILITY.AGILITY.

—James Yorke, mathematician, on chaos theory, in The New Scientist

BEDROCK.BEDROCK.SELF-SELF-

MANAGEMENT.MANAGEMENT.

X.Step #1:Buy a Mirror!Buy a Mirror!

“The The FirstFirst stepstep in a in a ‘dramatic’ ‘dramatic’

‘organizational change ‘organizational change program’ is obvious—program’ is obvious—

dramaticdramatic personal personal changechange!”!” —RG

EXCELLENCE. EXCELLENCE. SHOWING UP.SHOWING UP.

MBWMBWAA

“You must bebe the change you

wish to see in the world.”

Gandhi

You = Your You = Your calendar*calendar*

*Calendars NEVERNEVER lie!!

Mark McCormack: 5,000 5,000 milesmiles for a 5 for a 5

minmin. meeting. meeting!!

STRETCH.STRETCH.

The greatest dangerThe greatest dangerfor most of usfor most of us

is not that our aim isis not that our aim istoo hightoo high

and we miss it,and we miss it,but that it isbut that it is

too lowtoo lowand we reach it.and we reach it.

Michelangelo

Kevin Roberts’ Credo

11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.

10. Avoid moderationAvoid moderation!!

Sir Richard’s Rules:

Follow your passions.Follow your passions.Keep it simple.Keep it simple.

Get the best people to help Get the best people to help you.you.

Re-create yourself.Re-create yourself.Play.Play.

Source: Fortune on Branson

KABOOM.KABOOM.

“Beware of the tyranny of making

Small Changes to Small

Things. Rather,

make BigBig Changes

to BigBig Things.”

—Roger Enrico, former Chairman, PepsiCo

Five MYTHS About Changing Behavior

*Crisis is a powerful impetus for change*Change is motivated by fear*The facts will set us free

*Small, gradual changesSmall, gradual changes are always easier to are always easier to make and sustain make and sustain*We can’t change because our brains become “hardwired” early in life

Source: Fast Company

No Wiggle Room!

“Incrementalism“Incrementalism is innovation’s is innovation’s

worstworst enemy.” enemy.” —Nicholas Negroponte

OFFENSE.OFFENSE.

Nelson’s secret: “[Other] “[Other] admirals more admirals more

frightened of losing frightened of losing than anxious than anxious

to win”to win”

THE LEADERSHIP23.THE LEADERSHIP23.

Leadership23/ML

1. Enthusiasm. Energy. Exuberance.1. Enthusiasm. Energy. Exuberance.2. Action. Execution.2. Action. Execution.3. Tempo. Metabolism.3. Tempo. Metabolism.4. Relentless.4. Relentless.5. Master of Plan B.5. Master of Plan B.6. Accountability.6. Accountability.7. Meritocracy.7. Meritocracy.8. Leaders “do” people. Mentor. (“Success8. Leaders “do” people. Mentor. (“Success creation business.”)creation business.”)9. Women. Diversity.9. Women. Diversity.10. Integrity. Credibility. Humanity. Grace.10. Integrity. Credibility. Humanity. Grace.11. Realism.11. Realism.12. Cause. Adventures. Quests.12. Cause. Adventures. Quests.

Leadership23/ML

13. Legacy.13. Legacy.14. Best story wins.14. Best story wins.15. On the edge. (“Wildest chimera of a15. On the edge. (“Wildest chimera of a moonstruck mind.”)moonstruck mind.”)16. “Reward excellent failures. Punish 16. “Reward excellent failures. Punish mediocre successes.”mediocre successes.”17. Different > Better. (“Only ones who do17. Different > Better. (“Only ones who do what we do.”)what we do.”)18. MBWA. Customer MBWA.18. MBWA. Customer MBWA.19. Laughs.19. Laughs.20. Repot. Curiosity. Why?20. Repot. Curiosity. Why?21. You = Calendar. “To Don’t.” Two.21. You = Calendar. “To Don’t.” Two.22. Excellence. Always.22. Excellence. Always.23. Nelsonian! (“Other admirals more afraid23. Nelsonian! (“Other admirals more afraid of losing than anxious to win.”)of losing than anxious to win.”)

EnthusiasmEnthusiasmEnergyEnergy

ExuberanceExuberanceVoracious CuriosityVoracious Curiosity

Irritability/Dis-satisfactionIrritability/Dis-satisfactionRelentlessnessRelentlessnessSelf-relianceSelf-reliance

“Closer” (Execution)“Closer” (Execution)excellenceexcellence

EnthusiasmEnergy

ExuberanceVoracious Curiosityartistic inclinationartistic inclination

Irritability/Dis-satisfactionRelentlessnessSelf-reliance

“Closer” (Execution)connectconnect

excellence

#14#14

EXCELLENCE.EXCELLENCE.LET US MARCH.LET US MARCH.

“In classical times when In classical times when Cicero had finished Cicero had finished

speaking, the people speaking, the people said, ‘How well he spoke,’ said, ‘How well he spoke,’ but when Demosthenes but when Demosthenes had finished speaking, had finished speaking,

they said, they said, ‘‘Let us Let us marchmarch.’”.’” —Adlai Stevenson

Let us Let us marchmarch..

““No leader sets out to be a No leader sets out to be a leader per se, but rather to leader per se, but rather to

express him- or herself freely express him- or herself freely and fully. That is leaders have and fully. That is leaders have

no interest in proving no interest in proving

themselves, but themselves, but an abidinan abidingg interest in expressininterest in expressingg themselvesthemselves.”.” —Warren Bennis,

On Becoming a Leader

EXCELLENCE.

THRILLS.TRANSCENDENCE.

WOW. NOW.!

Radically Thrilling Language!

““Radically Radically Thrilling.”Thrilling.”

—BMW Z4 (ad)

CCTTOO**Chief Thrills Officer

Synonyms

PurityTranscendence

VirtueEleganceMajesty

Antonyms

Mediocrity

CCTRTROO**Chief TranscendenceTranscendence Officer

““It’s It’s always always showtime.”showtime.”

—David D’Alessandro, Career Warfare

CCWWOO**Chief*Chief WOWWOW OfficerOfficer

CC!!OO**Chief ! Officer

TTEECCHHNNIICCOOLLOORR..

EXEXCELLE CELLE ALWALWAYSAYS..

““A year from nowA year from now you may wish you may wish

You had You had started today.”started today.”

—Karen Lamb

You only You only find oil if find oil if you drill you drill

wellswells.. —The Hunters, by John Masters,

Canadian O & G wildcatter

#15#15

ONE WORD+ONE WORD+

ONE WORD+

Drill more wellsDrill more wellsR.F.A.R.F.A.

AccountabilityAccountabilityRealismRealism

DecentralizationDecentralizationExecutionExecution

Action biasAction biasMost mistakes winsMost mistakes wins

6:15am6:15amEnergyEnergy

EnthusiasmEnthusiasmDo>PlanDo>Plan

Act>ThinkAct>ThinkBehavior>AttitudeBehavior>Attitude

PassionPassion

ONE WORD+

EmotionEmotionIntuitionIntuition

SellSellO.O.D.A.O.O.D.A.IntegrityIntegrity

WeirdWeirdAppreciateAppreciateCelebrateCelebrateRespectRespectListenListen

WanderWanderCalendar rulesCalendar rules

Calendar doesn’t lieCalendar doesn’t lie““To don’tTo don’t

Max priorities = 3Max priorities = 3

ONE WORD+

5 min/5,000 miles5 min/5,000 milesWomenWomenDecencyDecency

GraceGraceInnovate or DieInnovate or Die

Re-imagineRe-imagineFight irrelevanceFight irrelevance

Just Do ItJust Do ItCare (You Must)Care (You Must)

Flowers (Say It With)Flowers (Say It With)I’m sorryI’m sorry

Thank YouThank YouInsanely GreatInsanely Great

SilenceSilence2-cent candy2-cent candy

ONE WORD+

MBWAMBWAWhy?Why?PSFPSF

Wow!Wow!! (red)! (red)

Buy a MirrorBuy a MirrorKnow thyselfKnow thyself

InviteInviteQuestQuest

AdventureAdventureTalentTalent

Brand YouBrand YouLovemarkLovemark

ExperienceExperienceDreamketingDreamketing

ONE WORD+

Gasp-worthyGasp-worthyInsanely greatInsanely great

Different>betterDifferent>betterImpact>longevityImpact>longevity

Dramatic DifferenceDramatic DifferenceOnly ones do what we doOnly ones do what we do

SmileSmile$798$7987-7-77-7-7

Design rulesDesign rulesBeautiful SystemsBeautiful Systems

450/8450/8VP S.O.U.B.VP S.O.U.B.

Women buy allWomen buy allWomen lead betterWomen lead better

ONE WORD+

Boomers-geezers own allBoomers-geezers own all2.6/212.6/21

25252525

3,000,000,0003,000,000,000(900,000,000)(900,000,000)

26 minutes26 minutes43 hours43 hours

Perception Is All There IsPerception Is All There IsEnthusiasm: The Ultimate VirusEnthusiasm: The Ultimate Virus

TheThe Irreducible209+/Irreducible209+/Sales122/60TIBsSales122/60TIBs

Tom Peters/0607.2006

TheThe Irreducible20Irreducible20

A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter,

Gary Hamel, Jim Collins, etc. Finally, he’d had enough. ““WhatWhat,, iiff an anyythinthing,” g,” he askedhe asked,,

“do “do yyou believe ‘for ou believe ‘for suresure’?”’?” I mumbled something, but his query started rumbling

around in my mind. Three days later, wandering on a Sunday in London, the idea of “the irreducibles” occurred to

me—and I started jotting down notes on stuff I do indeed believe “for sure.” Before

I knew it, a few days later, the list had grown to 209 items. Hence “The Irreducible209” that follows.

Tom Peters

1. 1. Hare 1, Tortoise 0.Hare 1, Tortoise 0. (Hare-y times.) (Hare-y times.)2. 2. Tempo.Tempo. (O.O.D.A.) (O.O.D.A.)3. 3. MBWA.MBWA.4. 4. Appreciation.Appreciation. (“Motivator” #1.) (“Motivator” #1.) (Can’t be faked. Good.)(Can’t be faked. Good.)5. 5. Decency.Decency.6. Hurry.6. Hurry.7. Time out.7. Time out.8. One matters. 8. One matters. 9. 9. Big change. Short time.Big change. Short time. (Alt not work.) (Alt not work.)10. Excellence. Always.10. Excellence. Always.11. 11. Passion. Energy. Hustle. Enthusiasm.Passion. Energy. Hustle. Enthusiasm. Exuberance.Exuberance. (Move mountains. No alt.) (Move mountains. No alt.)12. You must care.12. You must care.13. Emotion.13. Emotion.14. 14. Hard is soft.Hard is soft. (Soft is hard.) (Soft is hard.)

15. Men. Women. Different. Contend. Connect.15. Men. Women. Different. Contend. Connect.16. Women. Buy. All. (RU listening?)16. Women. Buy. All. (RU listening?)17. Quality. (“Mind-blowing.” Beyond 6-Sigma.)17. Quality. (“Mind-blowing.” Beyond 6-Sigma.)18. 18. Re-invent. Re-pot.Re-invent. Re-pot. (Required.) (Required.)19. Jaywalk.19. Jaywalk.20. Big change. Small # of people. (Always.)20. Big change. Small # of people. (Always.)21. 21. Experiment. Now.Experiment. Now.22. Failure. Normal. 22. Failure. Normal. 23. 23. Most failures, most success. Most failures, most success. (Fail. Forward. Fast.) (Fail. Forward. Fast.) 24. 24. “Reward excellent failures. Punish“Reward excellent failures. Punish mediocre successes.”mediocre successes.”25. Women leaders. (Altered times.) 25. Women leaders. (Altered times.) 26. Extremism. (Good business. Bad politics.)26. Extremism. (Good business. Bad politics.)27. Innovation source. Only. Extreme irritation.27. Innovation source. Only. Extreme irritation.28. Smile.28. Smile.

29. You must care.29. You must care.30. Mentor. (Highest ROI.)30. Mentor. (Highest ROI.)31. 31. Best “roster” wins.Best “roster” wins.32. 32. Wow.Wow. (Okay in biz.) (Okay in biz.)33. We all have customers. (Biz. Personal.)33. We all have customers. (Biz. Personal.)34. 34. All contacts = Experiences.All contacts = Experiences.35. Cirque du Soleil. (Peerless.)35. Cirque du Soleil. (Peerless.)36. 36. Leaders create space for growth.Leaders create space for growth.37. 37. Quests.Quests. (Only.) (Only.)38. High aspirations, “high” results. 38. High aspirations, “high” results. (Self-fulfilling prophecy.)(Self-fulfilling prophecy.)39. 39. Attitude 1, Skills 0.Attitude 1, Skills 0. (Mostly.) (Mostly.) (Attitude 1, Skill 0.3?)(Attitude 1, Skill 0.3?)40. Sometimes: Skill 1, Attitude 0.1.40. Sometimes: Skill 1, Attitude 0.1.41. Must “love,” not “like.”41. Must “love,” not “like.”42. Wegmans.” (No excuses. “Mere” groceries.)42. Wegmans.” (No excuses. “Mere” groceries.)43. Less than your best. Cheating.43. Less than your best. Cheating.

44. Brand You. (No alt.)44. Brand You. (No alt.)45. Self-sufficiency. (Biggest LT turn-on.)45. Self-sufficiency. (Biggest LT turn-on.)46. In the moment.46. In the moment.47. The moment wins.47. The moment wins.48. 48. Tomorrow = Never.Tomorrow = Never. 49. 49. Action 1, Plan 0.1.Action 1, Plan 0.1.50. “Execution” can be a “system.”50. “Execution” can be a “system.”51. 51. Realism.Realism.52. 52. Own up. Move on.Own up. Move on.53. 53. Accountability.Accountability.54. 54. Work hard > Work smart.Work hard > Work smart. (Mostly.) (Mostly.)55. Feedback. Necessary. Fast. (R.F.A. in55. Feedback. Necessary. Fast. (R.F.A. in “ “RFA times.”)RFA times.”)56. 56. Customers. Listen. Lead.Customers. Listen. Lead. (Paradox.) (Paradox.)57. “On stage.” Always. (GW, FDR, RG =57. “On stage.” Always. (GW, FDR, RG = Supreme actors.)Supreme actors.)

58. Master statistical analysis.58. Master statistical analysis.59. Excellence = Set the table.59. Excellence = Set the table.60. Legacy. (Will it have mattered?)60. Legacy. (Will it have mattered?)61. 61. “Great.”“Great.” (Why not?) (Why not?)62. Radicals rule. (Think … Olympics.)62. Radicals rule. (Think … Olympics.)63. !!! = Good.63. !!! = Good.64. Red 1, Brown 0. (Red times.)64. Red 1, Brown 0. (Red times.)65. Talk. Listen. (“Big 2.” Master.)65. Talk. Listen. (“Big 2.” Master.)66. Politics. (Normal-inevitable state66. Politics. (Normal-inevitable state of affairs. Master.)of affairs. Master.)67. 67. Student. Forever.Student. Forever.68. 68. “Why?”“Why?” (Question #1.) (Question #1.)69. Don’t belittle.69. Don’t belittle.70. 70. Respect.Respect.71. All we have: this moment.71. All we have: this moment. (“Moments matter most”?) (“Moments matter most”?) 72. Now. (Procrastination. Death.)72. Now. (Procrastination. Death.)

73. Exercise.73. Exercise.74. Paint. (Leader. Portraits of Excellence.)74. Paint. (Leader. Portraits of Excellence.)75. 75. Best storBest storyy wins wins..76. 76. “You must be the change you wish“You must be the change you wish to see in the world.”to see in the world.”77. 77. Two “big ones.” Max. (Priorities.)Two “big ones.” Max. (Priorities.)78. No “I” in Team. (“I” in Win.)78. No “I” in Team. (“I” in Win.)79. “I” in Win. (No “I” in Team.)79. “I” in Win. (No “I” in Team.)80. 80. Different 1, Better 0.Different 1, Better 0. (Better = 0.1) (Better = 0.1)81. Imitation = Mistake. (Learn, from who?)81. Imitation = Mistake. (Learn, from who?)82. Choose/battle the “right” competitor.82. Choose/battle the “right” competitor.83. Schools. Creativity. Entrepreneurship.83. Schools. Creativity. Entrepreneurship. (Not.)(Not.)84. MBAs. Creativity. Entrepreneurship. 84. MBAs. Creativity. Entrepreneurship. Leadership. (Not.)Leadership. (Not.)85. 85. Design. Under-rated. Wildly.Design. Under-rated. Wildly. (Still.) (Everything.)(Still.) (Everything.)

86. 86. You = Calendar.You = Calendar. (Calendar. Never. Lies.) (Calendar. Never. Lies.)87. 87. Laugh.Laugh.88. Handshake. (Quantity. Quality.)88. Handshake. (Quantity. Quality.)89. Don’t fold your hands in front of your89. Don’t fold your hands in front of your

chest. Ever. (Never.) chest. Ever. (Never.)90. 90. Grace.Grace. (“Works” in biz.) (“Works” in biz.)91. 91. Weird. Wins.Weird. Wins. (Weird times.) (Weird times.)92. Crazy times. Crazy orgs.92. Crazy times. Crazy orgs.93. Internet. All.93. Internet. All.94. Women. Boomers-Geezers. Market. All.94. Women. Boomers-Geezers. Market. All.95. Passion. (Repeat. So what?)95. Passion. (Repeat. So what?)96. Energy. (Repeat. So what?)96. Energy. (Repeat. So what?)97. Hustle. (Repeat. So what?)97. Hustle. (Repeat. So what?)98. Enthusiasm. (Repeat. So what?)98. Enthusiasm. (Repeat. So what?)99. Exuberance. (Repeat. So what?)99. Exuberance. (Repeat. So what?)100. Smile. (Repeat. So what?)100. Smile. (Repeat. So what?)101. Care. (Repeat. So what?)101. Care. (Repeat. So what?)

102. 102. Simplicity. Redundancy. Resilience. Bloody-Simplicity. Redundancy. Resilience. Bloody- mindedness. Visible optimism.mindedness. Visible optimism. (Success.) (Success.) 103. Act. (Repeat. So what?) 103. Act. (Repeat. So what?) 104. Appreciate. (Repeat. So what?)104. Appreciate. (Repeat. So what?)105. 105. Fun.Fun. (Biz. Why not?) (Biz. Why not?)106. Joy. (Biz. Why not?)106. Joy. (Biz. Why not?)107. 107. Sales = Life.Sales = Life.108. Marketing = Life.108. Marketing = Life.109. 109. Long-term. “Top line.”Long-term. “Top line.”110. 110. Great company = Creates the mostGreat company = Creates the most individual success stories.individual success stories. (RE/MAX) (RE/MAX)111. Talent first, performance byproduct.111. Talent first, performance byproduct.112. Sustained Wow* 1, “Shareholder112. Sustained Wow* 1, “Shareholder value,” 0.2 (*Product, People.)value,” 0.2 (*Product, People.)113. 113. Commitment, by invitation only.Commitment, by invitation only.114. 114. Creativity, by invitation only. Creativity, by invitation only. 115. 115. HR = #1.HR = #1. (Ought to.) (Ought to.)

116. 116. Face-to-face.Face-to-face. (5K miles, 5 minutes.) (5K miles, 5 minutes.) 117. Negotiation. Make all winners.117. Negotiation. Make all winners. (Save face.)(Save face.)118. Grace makes enemies friends.118. Grace makes enemies friends.119. Network.119. Network.120. 120. Invest in relationshipsInvest in relationships. (Think . (Think ROIRROIR.. Return On Investment inReturn On Investment in Relationships.)Relationships.)118. Relationship investment. Forethought.118. Relationship investment. Forethought. Calendar item. Intensity.Calendar item. Intensity.119. Innovation. Easy. (Hang out119. Innovation. Easy. (Hang out with weird.)with weird.)120. Weird = Win. (Weird times.)120. Weird = Win. (Weird times.)121. “The bottleneck is at the top121. “The bottleneck is at the top of the bottle.”of the bottle.”122. Good Board = Weird Board. 122. Good Board = Weird Board. (At least, surprising.)(At least, surprising.)123. 123. No contention, no progress.No contention, no progress.

124. “Crucial conversations.” “Crucial124. “Crucial conversations.” “Crucial confrontations.” (Study. Learn. Do.)confrontations.” (Study. Learn. Do.)125. Honest feedback.125. Honest feedback.126. Gaspworthy. Yes. 126. Gaspworthy. Yes. 127. 127. “Insanely great.”“Insanely great.”128. “Astonish me.”128. “Astonish me.”129. “Make it immortal.”129. “Make it immortal.”130. “Will you remember it in 20 years?”130. “Will you remember it in 20 years?”131. No small opportunities. (Reframe.)131. No small opportunities. (Reframe.)132. One playmate, one playpen = Enough.132. One playmate, one playpen = Enough.133. End run. Sensible.133. End run. Sensible.134. Allies are there for the finding.134. Allies are there for the finding.135. Find successes. Build on successes.135. Find successes. Build on successes. (Pos > Neg. Encourage > Fix.)(Pos > Neg. Encourage > Fix.)136. Somebody’s doing it today. Find ’em.136. Somebody’s doing it today. Find ’em.137. 137. Someone is living 2016 in 2006.Someone is living 2016 in 2006. (Find ’em. Study ’em.)(Find ’em. Study ’em.)

138. 138. Don’t “benchmark,” “futuremark.” Don’t “benchmark,” “futuremark.” (2016. Happening. Somewhere.)(2016. Happening. Somewhere.)139. “PMA.” It works.139. “PMA.” It works.140. There are no experts. (You are the expert.)140. There are no experts. (You are the expert.)141. Life is short. 141. Life is short. 142. “Sustained success.” Fat chance.142. “Sustained success.” Fat chance. Make today matter. (“Sustained.” Ha.)Make today matter. (“Sustained.” Ha.)143. Collaborate. (Networked world.)143. Collaborate. (Networked world.)144. Go solo. (Individual. Unit of 144. Go solo. (Individual. Unit of Intellectual Capital.)Intellectual Capital.)145. 145. There are no “perfect” plans.There are no “perfect” plans. (Do. Wins.) (Do. Wins.)146. Plans motivate. (Right or wrong. 146. Plans motivate. (Right or wrong. Sense of purpose.)Sense of purpose.)147. Never rest.147. Never rest.148. Get some sleep.148. Get some sleep.149. Winning = Embracing paradox.149. Winning = Embracing paradox.150. 150. Ambiguity = Opportunity.Ambiguity = Opportunity.

151. Resilience.151. Resilience.152. 152. Relentless-ness.Relentless-ness.153. 153. None. Above. Comeuppance.None. Above. Comeuppance. (GM. Sears. U.S. Steel. DEC.)(GM. Sears. U.S. Steel. DEC.)154. Be yourself. Period.154. Be yourself. Period.155. Never work with jerks. Including155. Never work with jerks. Including customers. (Life. Too short.)customers. (Life. Too short.)156. 156. Under-promise, over-deliver.Under-promise, over-deliver.157. Talent. (Powerful word.)157. Talent. (Powerful word.)158. “Customer = Anyone whose actions158. “Customer = Anyone whose actions affect your results.”affect your results.”159. Competition stinks. (Seek the soft159. Competition stinks. (Seek the soft spots where you can dominate.)spots where you can dominate.)160. 160. K.I.S.S./Keep It Simple, Stupid.K.I.S.S./Keep It Simple, Stupid.161. Beauty. (Good biz word.)161. Beauty. (Good biz word.)162. “See the beauty in a hamburger bun.”162. “See the beauty in a hamburger bun.” (Go. Ray.)(Go. Ray.)

163. Own up. Quick. ( Denial. Cancer.)163. Own up. Quick. ( Denial. Cancer.)164. 164. Celebrate. Often.Celebrate. Often.165. 165. 78 people = 78 approaches.78 people = 78 approaches. (Each. Unique.) (Each. Unique.)166. 166. Weed. Ceaselessly.Weed. Ceaselessly. (Prune. Stupid. (Prune. Stupid. Rules. Non-stop.) Rules. Non-stop.)167. 167. Get out of the way.Get out of the way. (You = The problem.) (You = The problem.)168. Smile. Sunny. Optimism. (If it kills you.)168. Smile. Sunny. Optimism. (If it kills you.)169. Flowers. (Cheery workplace.)169. Flowers. (Cheery workplace.)170. Enjoy. (Or get the hell.)170. Enjoy. (Or get the hell.)171. 171. Be intolerant of “sour.”Be intolerant of “sour.” (1 = Major pollution) (1 = Major pollution)172. No “quick trigger” on promotion.172. No “quick trigger” on promotion. (Too important.) (Too important.)173. Evaluation = Lots of study-time.173. Evaluation = Lots of study-time.174. Evaluation = “Life or death” to evaluee.174. Evaluation = “Life or death” to evaluee.175. “360” evaluation. No fad.175. “360” evaluation. No fad.176. 176. Exit when you’re doneExit when you’re done.. (Done. (Done. Sooner than you think.) Sooner than you think.)

177. Today. Now. My Project. Am. Is. I. Period.177. Today. Now. My Project. Am. Is. I. Period.178. “Beautiful” systems. (Good biz phrase.178. “Beautiful” systems. (Good biz phrase. Not oxymoron.)Not oxymoron.)179. 179. Build on strengths > Fix weaknesses.Build on strengths > Fix weaknesses.180. 180. “To don’t” = “To do.”“To don’t” = “To do.” (“To don’t” > (“To don’t” > “ “To do” ?)To do” ?)181. 181. Leaders “Do” People.Leaders “Do” People. (Period.) (Period.)182. 182. Leaders enjoy leading.Leaders enjoy leading.183. 183. Serious leadership training = Serious.Serious leadership training = Serious.184. Priorities. Obvious. (Or else.)184. Priorities. Obvious. (Or else.)185. 5 “Priorities” = 0 Priorities. 185. 5 “Priorities” = 0 Priorities. (3 “Priorities” = 0 Priorities?)(3 “Priorities” = 0 Priorities?)186. People. First. Last. Always.186. People. First. Last. Always.187. It. Is. Always. The. People.187. It. Is. Always. The. People.

188. 188. Handshake. (Quantity. Quality.)Handshake. (Quantity. Quality.)189. Don’t fold your hands in front of189. Don’t fold your hands in front of your chest. Ever. (Never.) your chest. Ever. (Never.)190. 190. Simplicity. Redundancy. Resilience.Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible Bloody-mindedness. Visible optimism. optimism. (Success.) (Repeat.) (Success.) (Repeat.)191. 191. Employee Entrance = GuestEmployee Entrance = Guest Entrance.Entrance.192. 192. Put the customer SECOND.Put the customer SECOND. (Thanks, Hal.) (Thanks, Hal.)193. Flowers. (Or did I say that before?193. Flowers. (Or did I say that before? No matter if I did.) No matter if I did.)194. Big Mergers don’t work. Small194. Big Mergers don’t work. Small acquisitions can/do work—if you acquisitions can/do work—if you don’t screw with their energy. don’t screw with their energy.

195. 195. Instinctively “head for the frontInstinctively “head for the front line.” line.” (In all contexts.) (In all contexts.)196. 196. Success = DDMMPR/"D-squared, Success = DDMMPR/"D-squared, M-squared, PR” = M-squared, PR” = DDramramDDiff + iff + MMoney-Financial Acumen + Goodoney-Financial Acumen + Good “ “MMarketing” Instincts + Stellar arketing” Instincts + Stellar PPeopleeople + + RResilienceesilience (The “fab five”: What. (The “fab five”: What. Every. Small. Biz. Needs.) (Big too.)Every. Small. Biz. Needs.) (Big too.)197. Core Mechanism (“Game-changing197. Core Mechanism (“Game-changing Solutions”): PSF (Professional ServiceSolutions”): PSF (Professional Service Firm “model”) + Wow! ProjectsFirm “model”) + Wow! Projects (“Different” vs “Better”) + Brand You (“Different” vs “Better”) + Brand You (“Distinct” or “Extinct”) (“Distinct” or “Extinct”)198. 2011/2016 has already happened.198. 2011/2016 has already happened. Find it.Find it.

199. 199. Kids “know” kids. Oldies “know” oldies.Kids “know” kids. Oldies “know” oldies. Women “know” women. Women “know” women. (Staff (Staff accordingly.) accordingly.)200. 200. Everybody is my customer.Everybody is my customer.201. 201. Cosset “vendors.”Cosset “vendors.”202. I want to run a Housekeeping department.202. I want to run a Housekeeping department. (And you?) (And you?)203. The military doesn’t follow the “military203. The military doesn’t follow the “military model.” (Initiative = Excellence.) model.” (Initiative = Excellence.)204. 204. No such thing as “going to absurd lengths”No such thing as “going to absurd lengths” to serve the Customer. to serve the Customer. (HSM & Lefties.) (HSM & Lefties.)205. Forget the “customer.” All = “Clients.”205. Forget the “customer.” All = “Clients.”206. It takes decades to get over “sleights.” 206. It takes decades to get over “sleights.” (So don’t sleight.) (So don’t sleight.)207. Don’t “dumb down.” Ever.207. Don’t “dumb down.” Ever.

208.208. NO LESS THANNO LESS THAN EXCELLENCE.EXCELLENCE. EVER. EVER.209.209. EXCELLENCE.EXCELLENCE. ALWAYS. ALWAYS.

Work In Progress

XXX. One size fits. One. Only. (Evaluations. Period.)XXX. One size fits. One. Only. (Evaluations. Period.)XXX. Teaching. Individualized. Only. (6 billion people =XXX. Teaching. Individualized. Only. (6 billion people = 6 billion learning trajectories.) (Montessori.) 6 billion learning trajectories.) (Montessori.)XXX. First impression. Matters. Shapes all that comes.XXX. First impression. Matters. Shapes all that comes. Hard to overcome. (Understatement.) Hard to overcome. (Understatement.)XXX. Jerks. Don’t work with. (Life = Too short.)XXX. Jerks. Don’t work with. (Life = Too short.)XXX. Manage [the hell out of] first impressions.XXX. Manage [the hell out of] first impressions.XXX. Last impression. Matters. Dominates memory.XXX. Last impression. Matters. Dominates memory. Hard to overcome. (Understatement.) Hard to overcome. (Understatement.)XXX. Manage [the hell out of] last impressions.XXX. Manage [the hell out of] last impressions.XXX. Plain English.XXX. Plain English.XXX. K.I.S.S. (450/8.)XXX. K.I.S.S. (450/8.)XXX. $798. $55,000,000,000. 3,000,000,000. XXX. $798. $55,000,000,000. 3,000,000,000. 7AM-7PM. 6:15AM. 7AM-7PM. 6:15AM.XXX. Donnelly Weatherstrip rules.XXX. Donnelly Weatherstrip rules.XXX. Managers do things right. Leaders do theXXX. Managers do things right. Leaders do the right thing. NOT. right thing. NOT.

GE (more or less):

The Sales122:The Sales122: 122 Ridiculously 122 Ridiculously Obvious Thoughts Obvious Thoughts About Selling StuffAbout Selling Stuff

Tom Peters/0402.2006

This list was first prepared for GE Energy sales & marketing people in January. It

started with a half-dozen items, and grew like Topsy. Possibly, given its origins, it’s a little tilted toward complex, engineering-

based sales. In any event, it makes a perfect companion to “The Irreducibles209.” This, too, is effectively a list of “irreducibles.”

Tom Peters

1. “Strategy” overrated, simply “doin’ stuff” underrated. See 1. “Strategy” overrated, simply “doin’ stuff” underrated. See Kelleher and Bossidy: “We have a ‘strategic plan,’ it’s called Kelleher and Bossidy: “We have a ‘strategic plan,’ it’s called doing things.”—Herb Kelleher. “Execution is a systematic doing things.”—Herb Kelleher. “Execution is a systematic process of rigorously discussing hows and whats, tenaciously process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry following through, and ensuring accountability.” —Larry Bossidy & Ram CharanBossidy & Ram Charan/ Execution: The Discipline of Getting / Execution: The Discipline of Getting Things DoneThings Done. Action has its own logic—ask Genghis Khan, . Action has its own logic—ask Genghis Khan, Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman.Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman.2. What are you personally great at? (Key word: “great.”) Play 2. What are you personally great at? (Key word: “great.”) Play to strengths! “Distinct or Extinct.” You should aim to be to strengths! “Distinct or Extinct.” You should aim to be “outrageously good”/B.I.W. at a niche area (or more).“outrageously good”/B.I.W. at a niche area (or more).3. Are you a “personality,” a de facto “brand” in the industry? 3. Are you a “personality,” a de facto “brand” in the industry? The Dr Phil of ...The Dr Phil of ...4. Opportunism (with a little forethought) mostly wins. 4. Opportunism (with a little forethought) mostly wins. (“Successful people are the ones who are good at Plan B.”)(“Successful people are the ones who are good at Plan B.”)5. Little starts can lead to big wins. Most true winners—think 5. Little starts can lead to big wins. Most true winners—think search & Google—start as something small. Many big deals—search & Google—start as something small. Many big deals—Disney & Pixar—could have been done as little-er deals if Disney & Pixar—could have been done as little-er deals if you’d had the guts to jump before the value became obvious.you’d had the guts to jump before the value became obvious.

6. Non-obvious targets have great potential. Among many 6. Non-obvious targets have great potential. Among many other things, everybody goes after the obvious ones. Also, other things, everybody goes after the obvious ones. Also, the “non-obvious” are often good Partners for technology the “non-obvious” are often good Partners for technology experiments.experiments.7. The best relationships are often (usually?) not “top to 7. The best relationships are often (usually?) not “top to top”! (Often the best: hungry division GMs eager to make a top”! (Often the best: hungry division GMs eager to make a mark.)mark.)8. IT’S RELATIONSHIPS, STUPID—DEEP AND FROM MULTIPLE 8. IT’S RELATIONSHIPS, STUPID—DEEP AND FROM MULTIPLE FUNCTIONS.FUNCTIONS.9. In any public-sector business, you must become an avid 9. In any public-sector business, you must become an avid student of “the politics,” the incentives and constraints, student of “the politics,” the incentives and constraints, mostly non-economic, facing all of the players. Politicians mostly non-economic, facing all of the players. Politicians are usually incredibly logical—if you (deeply!) understand are usually incredibly logical—if you (deeply!) understand the matrix in which they exist.the matrix in which they exist.10. Relationships from 10. Relationships from withinwithin our firm are as important— our firm are as important—often often moremore important—as those from outside—again broad is important—as those from outside—again broad is as important as deep. Allies—avid supporters!—within and as important as deep. Allies—avid supporters!—within and from from non-obvious placesnon-obvious places may be more important than may be more important than relationships at the Client organization. Goal: an “insanely relationships at the Client organization. Goal: an “insanely unfair ‘market share’” of insiders’ time devoted to your unfair ‘market share’” of insiders’ time devoted to your projects!projects!

“Everyone lives Everyone lives by by

selling selling something.”something.”

—Robert Louis Stevenson

11. Interesting outsiders are essential to innovative proposal 11. Interesting outsiders are essential to innovative proposal and sales teams. An “exciting” sales-proposal team is as and sales teams. An “exciting” sales-proposal team is as important as a prestigious one.important as a prestigious one.12. Is the proposal-sales team weird enough—weirdos come 12. Is the proposal-sales team weird enough—weirdos come up with the most interesting, game-changer ideas. Period.up with the most interesting, game-changer ideas. Period.13. Lunch with at least one weirdo per month. (Goal: always 13. Lunch with at least one weirdo per month. (Goal: always on the prowl for interesting new stuff.)on the prowl for interesting new stuff.)14. Gratuitous comment: Lunches with good friends are 14. Gratuitous comment: Lunches with good friends are typically a waste of (professional) time. typically a waste of (professional) time. 15. Don’t short-change (time, money, depth) the proposal 15. Don’t short-change (time, money, depth) the proposal process. Miss one tiny nuance, one potential incentive that process. Miss one tiny nuance, one potential incentive that “makes my day” for a key Client player—and watch the “makes my day” for a key Client player—and watch the whole gig be torpedoed. whole gig be torpedoed. 16. “Sticking with it” sometimes pays, sometimes not—it 16. “Sticking with it” sometimes pays, sometimes not—it takes a lot of tries to forge the best path in. Sometimes you takes a lot of tries to forge the best path in. Sometimes you never do, after a literal lifetime. (Ah, life.)never do, after a literal lifetime. (Ah, life.)17. WOMEN ARE SIMPLY BETTER AT RELATIONSHIPS—don’t 17. WOMEN ARE SIMPLY BETTER AT RELATIONSHIPS—don’t get hung up—particularly in tech firms—on what industries-get hung up—particularly in tech firms—on what industries-countries “countries “women can’t do.” (Or some such bullshit.)women can’t do.” (Or some such bullshit.)

18. Work incessantly on your “story”—most economic value springs from a good story (think Perrier)! In sensitive public or quasi-public negotiations, a compelling story is of immense value—politics is about the tension among competing stories. (If you don’t believe me, ask Karl Rove or James Carville.) (“Storytelling is the core of culture.” —Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell)19. Call this 18A, or 18 repeat: Become a first-rate Storyteller! (“A key – perhaps the key – to leadership is the effective communication of a story.”—Howard Gardner, Leading Minds: An Anatomy of Leadership)20. Risk Assessment & Risk Management is more about stories than advanced math—i.e., brilliant scenario construction.21. Good listeners are good sales people. Period.22. Lousy listeners are lousy sales people. Period. 23. GREAT LISTENERS ARE GREAT SALES PEOPLE. (Listening “skills” are hard to learn and subject to immense effort in pursuit of Mastery. A virtuoso “listener” is as rare as a virtuoso cello player.) (“If you don’t listen, you don’t sell anything.”—Carolyn Marland/MD/Guardian Group)

24. Things that are funny to me (American) are often-mostly not 24. Things that are funny to me (American) are often-mostly not funny to those in other cultures. (Humor is as fine-edged as it funny to those in other cultures. (Humor is as fine-edged as it gets, and rarely travels.)gets, and rarely travels.)25. You don’t know Jack Squat about other peoples’ cultures—25. You don’t know Jack Squat about other peoples’ cultures—especially if you are a typically myopic American. (Like me.)especially if you are a typically myopic American. (Like me.)26. Are you a great interviewer? It’s a make or break skill. 26. Are you a great interviewer? It’s a make or break skill. (Think Barbara Walters’ skill at extracting unwanted truths from (Think Barbara Walters’ skill at extracting unwanted truths from pros in persona-protection ... in front of 10s of millions of pros in persona-protection ... in front of 10s of millions of people.people.27. Are you a great (not merely “good”) presenter? Mastering 27. Are you a great (not merely “good”) presenter? Mastering presentation skills is a life’s work—with stupendous payoff.presentation skills is a life’s work—with stupendous payoff.28. Work like hell on the Big 2: LISTENING/INTERVIEWING, 28. Work like hell on the Big 2: LISTENING/INTERVIEWING, PRESENTING. These are “the essence of [sales] life”—and PRESENTING. These are “the essence of [sales] life”—and usually picked-up in an amateurish fashion. Mistake! (Become a usually picked-up in an amateurish fashion. Mistake! (Become a “professional student” of these two areas, achieve Mastery.)“professional student” of these two areas, achieve Mastery.)29. Are you good at flowers? Think: FLOWER POWER! (see 29. Are you good at flowers? Think: FLOWER POWER! (see Harvey Mackay’s “Mackay 66”—what you should know about a Harvey Mackay’s “Mackay 66”—what you should know about a Client; e.g., birthdays & anniversaries.) (My “flowers budget” is Client; e.g., birthdays & anniversaries.) (My “flowers budget” is out of control. Hooray for me.)out of control. Hooray for me.)30. You can’t do it all—be clear at what you are good at, bad at, 30. You can’t do it all—be clear at what you are good at, bad at, indifferent at. Hubris sucks.indifferent at. Hubris sucks.

““If you don’tIf you don’t listen,listen,

youyou don’t selldon’t sellanything.”anything.”

—Carolyn Marland/Managing Director/

Guardian Group

31. The point is not to “prove yourself.” (That’s ego-talk.) Let 31. The point is not to “prove yourself.” (That’s ego-talk.) Let the best person present to the Client—perhaps a “lower level” the best person present to the Client—perhaps a “lower level” geek. (“Control freaks” get their just desserts in the long haulgeek. (“Control freaks” get their just desserts in the long haul—or sooner.)—or sooner.)32. The numbers will more or less take care of themselves over 32. The numbers will more or less take care of themselves over the long haul—the long haul—ifif the relationship/s is/are solid gold. the relationship/s is/are solid gold.33. The Gold Standard in selling: INDISPENSABLE to the Client. 33. The Gold Standard in selling: INDISPENSABLE to the Client. No other goal is worthy.No other goal is worthy.34. Never stop growing-broadening-deepening the relationship. 34. Never stop growing-broadening-deepening the relationship. The key to “indispensability” is to get the Client more and The key to “indispensability” is to get the Client more and more … and more … and then more … imbedded in “our” web. more … and more … and then more … imbedded in “our” web. Hence the so-called “selling process” is only the first step!Hence the so-called “selling process” is only the first step!35. USE THE WORD “WE” … CONSTANTLY & RELIGIOUSLY! (E.g.: 35. USE THE WORD “WE” … CONSTANTLY & RELIGIOUSLY! (E.g.: “We”—the Client & me—“are going to change the world with “We”—the Client & me—“are going to change the world with this service.”)this service.”)36. Don’t waste your time on jerks—it’ll rarely work out in the 36. Don’t waste your time on jerks—it’ll rarely work out in the mid- to long-term.mid- to long-term.37. Genius is walking away from lousy “scores” (deals)—and 37. Genius is walking away from lousy “scores” (deals)—and accepting the attendant heat. Big Business is the premier home accepting the attendant heat. Big Business is the premier home to Big Egos overpaying by a factor of 2 to 22 with billion$$$$ at to Big Egos overpaying by a factor of 2 to 22 with billion$$$$ at stake. (Think Jerry Levin and AOL Time Warner.)stake. (Think Jerry Levin and AOL Time Warner.)

38. You haven’t a clue as to how this situation will actually play 38. You haven’t a clue as to how this situation will actually play out—be prepared to move fast in a different direction.out—be prepared to move fast in a different direction.39. Keep your word.39. Keep your word.40. KEEP YOUR WORD.40. KEEP YOUR WORD.41. Underpromise (i.e., don’t over-promise; i.e., cut yourself a 41. Underpromise (i.e., don’t over-promise; i.e., cut yourself a little slack) even if it costs you business—winning is a long-term little slack) even if it costs you business—winning is a long-term affair. Over-promising is Sign #1 of a lack of integrity. You affair. Over-promising is Sign #1 of a lack of integrity. You willwill pay the piper. pay the piper. 42. There is such a thing as a “good loss”—if you’ve tested 42. There is such a thing as a “good loss”—if you’ve tested something new and developed good relationships. A half-dozen something new and developed good relationships. A half-dozen honorable, ingenious losses over a two-year period can pave the honorable, ingenious losses over a two-year period can pave the way for a Big Victory in a New Space in year 3.way for a Big Victory in a New Space in year 3.43. It’s a competitive world out there. New, innovative products 43. It’s a competitive world out there. New, innovative products are harder to sell than old stand-bys. Nonetheless, you will be a are harder to sell than old stand-bys. Nonetheless, you will be a long-term star to the extent that you are willing to push the long-term star to the extent that you are willing to push the harder-to-sell-at-the-moment Innovative Products that cement harder-to-sell-at-the-moment Innovative Products that cement long-term Client success (Indispensability!) —even if it means a long-term Client success (Indispensability!) —even if it means a #s hit this quarter. PART OF YOUR JOB: #s hit this quarter. PART OF YOUR JOB: TAKE CLIENTS ON AN TAKE CLIENTS ON AN ADVENTURE THAT PUTS THEM AHEAD OF THE GAME CALLEDADVENTURE THAT PUTS THEM AHEAD OF THE GAME CALLED (GAMECHANGING—hopefully) (GAMECHANGING—hopefully) COMPETITIVE ADVANTAGE!COMPETITIVE ADVANTAGE!

44. Think “legacy”—what the hell is all this really about for you 44. Think “legacy”—what the hell is all this really about for you and the world? (“Tell me, what is it you plan to do with your one and the world? (“Tell me, what is it you plan to do with your one wild and precious life?” wild and precious life?” —Mary Oliver)—Mary Oliver)45. THERE ARE NO “MODERATES” IN THE HISTORY BOOKS! 45. THERE ARE NO “MODERATES” IN THE HISTORY BOOKS! 46. Keep it simple! (Damn it!) No matter how “sophisticated” 46. Keep it simple! (Damn it!) No matter how “sophisticated” the product. If you can’t explain it in a phrase, a page, or to your the product. If you can’t explain it in a phrase, a page, or to your 14-year-old ... you haven’t got it right yet.14-year-old ... you haven’t got it right yet.47. Know more than the next guy. Homework pays. (of course 47. Know more than the next guy. Homework pays. (of course it’s obvious—but in my work it is too often honored in the it’s obvious—but in my work it is too often honored in the breach.)breach.)48. Regardless of project size, winning or losing invariably 48. Regardless of project size, winning or losing invariably hinges on a raft of “little stuff.” Little stuff is and always has hinges on a raft of “little stuff.” Little stuff is and always has been everything!!!!!!!!!!!!!!!!!!!!—or, “one man’s little stuff is been everything!!!!!!!!!!!!!!!!!!!!—or, “one man’s little stuff is another man’s 7.6 Richter deal-breaker.”another man’s 7.6 Richter deal-breaker.”49. In public settings in particular, face saving is all. When 49. In public settings in particular, face saving is all. When something changes, allow the other guy to come out looking like something changes, allow the other guy to come out looking like a winner, especially if he has lost. (Even if you must accept the a winner, especially if he has lost. (Even if you must accept the egg on your face—he will always remember you!)egg on your face—he will always remember you!)50. Don’t hold grudges. (It is the ultimate in small mindedness—50. Don’t hold grudges. (It is the ultimate in small mindedness—and incredibly wasteful and ineffective. There’s always and incredibly wasteful and ineffective. There’s always tomorrow.)tomorrow.)

51.51. IT’S ALWAYS “THE POLITICS”— IT’S ALWAYS “THE POLITICS”—wee private-sector deal or wee private-sector deal or giant public sector deal. (Every player, small or large, is giant public sector deal. (Every player, small or large, is angling for something. Master the calculus of advantage.)angling for something. Master the calculus of advantage.)52. To beat the “turnover problem” in key Client posts amidst 52. To beat the “turnover problem” in key Client posts amidst long negotiations, invest outrageous amounts of time building long negotiations, invest outrageous amounts of time building a wide & deep set of relationships with mid-level (& lower!!) a wide & deep set of relationships with mid-level (& lower!!) “plodding” “careerists.” The invisible careerists are the “plodding” “careerists.” The invisible careerists are the bedrock upon which repeated success is built! (My “Capitol Hill bedrock upon which repeated success is built! (My “Capitol Hill Axiom”: It’s the 24-year-old LA who in the end briefs the Axiom”: It’s the 24-year-old LA who in the end briefs the Senator right before she goes to the Floor to vote.)Senator right before she goes to the Floor to vote.)53. Speaking of “she”: Gender differences are Enormous—53. Speaking of “she”: Gender differences are Enormous—dealing with a woman and dealing with a man are different dealing with a woman and dealing with a man are different kettles of fish—you must become an A+ student of gender kettles of fish—you must become an A+ student of gender differences. (E.g.: Men are typically more interested in the differences. (E.g.: Men are typically more interested in the short-term “score.” Women are more interested in the long-short-term “score.” Women are more interested in the long-term consequences.) term consequences.) 54. “LITTLE PEOPLE” OFTEN HAVE BIG FRIENDS.54. “LITTLE PEOPLE” OFTEN HAVE BIG FRIENDS.55. This is 55. This is notnot war, damn it. All parties can win (or not lose, war, damn it. All parties can win (or not lose, anyway). And losing bidders can walk away from a deal with anyway). And losing bidders can walk away from a deal with increased respect for you and your team.increased respect for you and your team.

56. Never, ever dump on a competitor—the Tom Watson IBM 56. Never, ever dump on a competitor—the Tom Watson IBM glory-days mantra.glory-days mantra.57. Never forget the “Law of Cousins!” In developing nations 57. Never forget the “Law of Cousins!” In developing nations in particular, power brokers at all levels are at least cousins! in particular, power brokers at all levels are at least cousins! Consideration for a second cousin can pay off big time.Consideration for a second cousin can pay off big time.58. Speaking of “favors,” jail sucks.58. Speaking of “favors,” jail sucks.59. Work hard beats work smart. (Mostly.)59. Work hard beats work smart. (Mostly.)60. REPEAT: HE/SHE WHO HAS THE MOST-BEST 60. REPEAT: HE/SHE WHO HAS THE MOST-BEST RELATIONSHIPS WINS. RELATIONSHIPS ARE THE ESSENCE OF RELATIONSHIPS WINS. RELATIONSHIPS ARE THE ESSENCE OF THE WORK OF THE SALESPERSON. THE HARD ... AND LONG ... THE WORK OF THE SALESPERSON. THE HARD ... AND LONG ... WORK OF THE SALESPERSON. WORK OF THE SALESPERSON. 61. Mano v mano “hardball” is seldom the answer—end runs 61. Mano v mano “hardball” is seldom the answer—end runs based and patient multi-level relationship building via deeper-based and patient multi-level relationship building via deeper-wider networks win. wider networks win. 62. If the deal is wired from below, truly wired, than the so-62. If the deal is wired from below, truly wired, than the so-called “big negotiations” are essentially irrelevant.called “big negotiations” are essentially irrelevant.63. If 63. If everyevery quarter is a “little better” than the prior quarter— quarter is a “little better” than the prior quarter—then you are not taking any serious risks. then you are not taking any serious risks. 64. Phones beat email. 64. Phones beat email.

““Nothing is Nothing is soso

contagious ascontagious asenthusiasm.enthusiasm.””

—Samuel Taylor Coleridge

65. A THREE-MINUTE CALL TODAY CAN AVOID A GAME-LOSER OF 65. A THREE-MINUTE CALL TODAY CAN AVOID A GAME-LOSER OF A FIASCO NEXT MONTH. There was A FIASCO NEXT MONTH. There was alwaysalways a time when a little a time when a little thing could have been addressed that headed off a subsequent thing could have been addressed that headed off a subsequent big thing. As to avoiding that call, didn’t someone say, “Pride big thing. As to avoiding that call, didn’t someone say, “Pride goeth before the fall”?goeth before the fall”?66. Be hyper-organized about relationship management—you 66. Be hyper-organized about relationship management—you are in the anthropology business. Study the great pols! Brilliant are in the anthropology business. Study the great pols! Brilliant NRM (network relationship management) is not accidental! It is NRM (network relationship management) is not accidental! It is not catch-as-catch can. (Football analogies are cute—but deep not catch-as-catch can. (Football analogies are cute—but deep political understanding pays the private-school tuition.)political understanding pays the private-school tuition.)67. Obsess on ROIR (Return On Investment In Relationships).67. Obsess on ROIR (Return On Investment In Relationships).68. “THANK YOU” NOTES: World’s highest-return investment!!68. “THANK YOU” NOTES: World’s highest-return investment!!69. The way to anyone’s heart: Doing a nice thing for their kid. 69. The way to anyone’s heart: Doing a nice thing for their kid. (But, gawd, does this take a gentle touch.)(But, gawd, does this take a gentle touch.)70. Scoring off other people is stupid. Winners are always in 70. Scoring off other people is stupid. Winners are always in the business of creating the maximum # of winners—among the business of creating the maximum # of winners—among adversaries at least as much as among “partners.”adversaries at least as much as among “partners.”71. Your colleagues’ successes are your successes. Period. 71. Your colleagues’ successes are your successes. Period. (Trust me, my greatest personal success—financially as well as (Trust me, my greatest personal success—financially as well as artistically—has been creating a bigger pond in which everyone artistically—has been creating a bigger pond in which everyone wins, even if my “market share” is down.)wins, even if my “market share” is down.)

72. Lend a helping hand, especially when you don’t have the 72. Lend a helping hand, especially when you don’t have the time. E.g. share relationships—the more you give away the time. E.g. share relationships—the more you give away the more you get in return (just like they say in church). more you get in return (just like they say in church). 73. Listen up: “It was much later that I realized Dad’s 73. Listen up: “It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in bishop or a college president. He was seriously interested in who you were and what you had to say.”who you were and what you had to say.” —Sara Lawrence-—Sara Lawrence-Lightfoot, Lightfoot, Respect. Respect. (I.e., Respect is Cool.)(I.e., Respect is Cool.)74. Mentoring is a thrill—74. Mentoring is a thrill—and and the practical payoff is the practical payoff is enormous. The best mentors have the whole world working enormous. The best mentors have the whole world working its buns off for them!its buns off for them!75. Hire for enthusiasm. Promote for enthusiasm. Cherish 75. Hire for enthusiasm. Promote for enthusiasm. Cherish enthusiasm. REMOVE NON-ENTHUSIASTS—THEY ARE enthusiasm. REMOVE NON-ENTHUSIASTS—THEY ARE CANCERS. (“Nothing is so contagious as enthusiasm.”—CANCERS. (“Nothing is so contagious as enthusiasm.”—Samuel Taylor Coleridge. “A man without a smiling face Samuel Taylor Coleridge. “A man without a smiling face must not open a shop.”—Chinese Proverb.)must not open a shop.”—Chinese Proverb.)76. IT’S 76. IT’S ALWAYSALWAYS YOUR PROBLEM—you sold it to them. YOUR PROBLEM—you sold it to them.

77. It’s never over: While there may be an excellent service 77. It’s never over: While there may be an excellent service activity in your company, the “relationship” belongs to You! activity in your company, the “relationship” belongs to You! Hence the “aftersales” “moments of truth” are at least as—if Hence the “aftersales” “moments of truth” are at least as—if not more than*--important to the Continuing Relationship as not more than*--important to the Continuing Relationship as the sale “transaction” itself. (*I vote for “more than.”) You’ll the sale “transaction” itself. (*I vote for “more than.”) You’ll get your biggest “points” with the Client for being an get your biggest “points” with the Client for being an effective after-the-fact go-between with your company.effective after-the-fact go-between with your company.78. Don’t get too hung up on “systems integration”—first & 78. Don’t get too hung up on “systems integration”—first & foremost, the individual bits have got to work.foremost, the individual bits have got to work.79. For God’s sake don’t over promise on “systems 79. For God’s sake don’t over promise on “systems integration”—it’s nigh on impossible to deliver.integration”—it’s nigh on impossible to deliver.80. On the other hand … winners clamber Up the Value-added 80. On the other hand … winners clamber Up the Value-added Ladder, and offer ever so much more than “mere” product. Ladder, and offer ever so much more than “mere” product. ALL SUCCESSFUL SALES PEOPLE ARE IN THE “SOLUTIONS ALL SUCCESSFUL SALES PEOPLE ARE IN THE “SOLUTIONS BUSINESS”—no matter how jargony that may sound.BUSINESS”—no matter how jargony that may sound.

81. “Systems” / “Solutions” selling means grappling directly 81. “Systems” / “Solutions” selling means grappling directly with “culture change” in Client organizations. (“The business of with “culture change” in Client organizations. (“The business of selling is not just about matching viable solutions to the selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the customers that require them. It’s equally about managing the change process the customer will need to go through to change process the customer will need to go through to implement the solution and achieve the value promised by the implement the solution and achieve the value promised by the solution”—Jeff Thull, solution”—Jeff Thull, The Prime Solution: Close the Value Gap, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex SaleIncrease Margins, and Win the Complex Sale) ) 82. Shit happens. That’s what they pay you for.82. Shit happens. That’s what they pay you for.83. This is not a “GE” or “Ben & Jerry’s” sale—it is a Joe 83. This is not a “GE” or “Ben & Jerry’s” sale—it is a Joe Jones/Jane Jones sale. YOU ARE THE “BRAND” THE CLIENT BUYSJones/Jane Jones sale. YOU ARE THE “BRAND” THE CLIENT BUYS—especially over the long haul.—especially over the long haul.84. Duh: You make money, the company makes money—on 84. Duh: You make money, the company makes money—on repeat business.repeat business.85. Master—yes, you—the “PR” Game. “Word of Mouth” is not 85. Master—yes, you—the “PR” Game. “Word of Mouth” is not accidental! You want Word of Mouth? Make it happen! accidental! You want Word of Mouth? Make it happen! 86. GOAL #1: MAKE YOUR CLIENT A HERO—YOU ARE NOT THERE 86. GOAL #1: MAKE YOUR CLIENT A HERO—YOU ARE NOT THERE TO GET CREDIT. (“Taking credit” is for egomaniacs. And losers.)TO GET CREDIT. (“Taking credit” is for egomaniacs. And losers.)87. “Decent margins,” over the mid- to long-term, are a product 87. “Decent margins,” over the mid- to long-term, are a product of better relationships, not better “negotiating skill.” (Mostly.)of better relationships, not better “negotiating skill.” (Mostly.)

“You can’t behaveYou can’t behavein a calm, rationalin a calm, rationalmanner. You’ve manner. You’ve

gotgot to be out there onto be out there on

the lunatic the lunatic fringe.”fringe.”

—Jack Welch

88. In the immortal words of ex-GE Vice Chairman Larry 88. In the immortal words of ex-GE Vice Chairman Larry Bossidy, more or less, “Realism rocks.” (“Bullshit artist” and Bossidy, more or less, “Realism rocks.” (“Bullshit artist” and “great salesperson,” contrary to conventional wisdom, are “great salesperson,” contrary to conventional wisdom, are Diametric Opposites. “Truthteller” and Great Salesperson is Diametric Opposites. “Truthteller” and Great Salesperson is more like it.)more like it.)89. Be the first to tell the Client bad news (e.g., slipped 89. Be the first to tell the Client bad news (e.g., slipped delivery); his intelligence sources will tell him fast—you want to delivery); his intelligence sources will tell him fast—you want to be there first with your story and to enhance your rep as be there first with your story and to enhance your rep as Truthteller!Truthteller!90. Work like hell to get a reputation as a valued industry 90. Work like hell to get a reputation as a valued industry expert, to become an industry resource.expert, to become an industry resource.91. Work the Trade Association angle for all its worth—it may 91. Work the Trade Association angle for all its worth—it may take a decade to pay off—e.g., when you become an officer or take a decade to pay off—e.g., when you become an officer or are on an important panel or testify Before Congress.are on an important panel or testify Before Congress.92. PAY YOUR DUES IN THE CLIENT ORG AND IN YOUR OWN ORG!92. PAY YOUR DUES IN THE CLIENT ORG AND IN YOUR OWN ORG!93. It’s all bloody tactics.93. It’s all bloody tactics.94. You must ... LOVE .... the product! (Period.)94. You must ... LOVE .... the product! (Period.)95. YOU MUST LOVE THE PRODUCT!95. YOU MUST LOVE THE PRODUCT!96. Don’t over-schedule. “Running late” is inexcusable at any 96. Don’t over-schedule. “Running late” is inexcusable at any level of seniority; it is the ultimate mark of self-importance level of seniority; it is the ultimate mark of self-importance mixed with contempt.mixed with contempt.

97. Women are better salespeople. (See Addendum.)97. Women are better salespeople. (See Addendum.)98. Women alone understand Women.98. Women alone understand Women.99. Actually, Women by and large understand Men better than 99. Actually, Women by and large understand Men better than Men understand Men.Men understand Men.100.Women purchasers buy Stories and recommendations.100.Women purchasers buy Stories and recommendations.101. Women take longer to become Loyal purchasers, but then 101. Women take longer to become Loyal purchasers, but then stay Loyal.stay Loyal.102. Men buy Stats.102. Men buy Stats.103. Men decide fast, but are fickle.103. Men decide fast, but are fickle.104. Men & Women are … VERY, VERY … Different.104. Men & Women are … VERY, VERY … Different.105. Women buy most things. Consumer. Increasingly, 105. Women buy most things. Consumer. Increasingly, professional goods and services.professional goods and services.106. Women’s Market is Opportunity #1.106. Women’s Market is Opportunity #1.107. Boomers. Many, many. Lots & lots & lots of … $$$.107. Boomers. Many, many. Lots & lots & lots of … $$$.108. Boomers-Geezers are very different purchasers than those 108. Boomers-Geezers are very different purchasers than those in other categories.in other categories.

109. It takes time to get to know people. (DUH.)109. It takes time to get to know people. (DUH.)110. The very idea of “efficiency” in relationship 110. The very idea of “efficiency” in relationship development is ... STUPID.development is ... STUPID.111. MBWA (still) rules.111. MBWA (still) rules.112. “Preparing the soil” is the “first 98 percent.” (Or 112. “Preparing the soil” is the “first 98 percent.” (Or more.)more.)113. WORK THE PHONES!113. WORK THE PHONES!114. Rule 5K-5M: 5K miles for a 5-Minute meeting often 114. Rule 5K-5M: 5K miles for a 5-Minute meeting often makes sense. (Yes, often.) (Even with constrained travel makes sense. (Yes, often.) (Even with constrained travel budgets.) (Thanks, super-agent Mark McCormack.)budgets.) (Thanks, super-agent Mark McCormack.)115. Become a student! Study great salespeople! 115. Become a student! Study great salespeople! (Including Presidents.) (“Natural” is a little bit true—but (Including Presidents.) (“Natural” is a little bit true—but then Naturals are always the ones who study hardest—then Naturals are always the ones who study hardest—e.g., Jerry Rice.)e.g., Jerry Rice.)116. Become a student! Yes, you can study Relationship 116. Become a student! Yes, you can study Relationship Building. So, study … Building. So, study … 117. Beware complexifiers and complicators. (Truly 117. Beware complexifiers and complicators. (Truly “smart people” ... Simplify things.)“smart people” ... Simplify things.)

118. The smartest guy in the room rarely wins—alas, 118. The smartest guy in the room rarely wins—alas, he usually is aware he’s thehe usually is aware he’s the smartest guy. (And needn’t waste his time on smartest guy. (And needn’t waste his time on that “soft relationship crap.”)that “soft relationship crap.”)119. Be kind. It works.119. Be kind. It works.120. Be especially kind when there are screw-ups. 120. Be especially kind when there are screw-ups. (There’s plenty of time later to(There’s plenty of time later to Play the Great Accountability Game.)Play the Great Accountability Game.)121. Presidents never tire of being treated like 121. Presidents never tire of being treated like Presidents.Presidents.

122. Luck matters. 122. Luck matters. So: Good luck!So: Good luck!

ADDENDUM: Women Rock … as Salespersons (From Item ADDENDUM: Women Rock … as Salespersons (From Item #98.)#98.)

And the answers are?And the answers are?

““TAKE THIS QUICK QUIZ: Who manages more things at TAKE THIS QUICK QUIZ: Who manages more things at once? once? Who puts more effort into their appearance?Who puts more effort into their appearance? Who usually takes care of the details? Who usually takes care of the details? Who finds it Who finds it easier to meet new people?easier to meet new people? Who asks more questions Who asks more questions in a conversation? in a conversation? Who is a better listener?Who is a better listener? Who has Who has more interest in communication skills? more interest in communication skills? Who is more Who is more inclined to get involved?inclined to get involved? Who encourages harmony Who encourages harmony and agreement? and agreement? Who has better intuition?Who has better intuition? Who Who works with a longer ‘to do’ list? works with a longer ‘to do’ list? Who enjoys a recap to Who enjoys a recap to the day’s events?the day’s events? Who is better at keeping in touch Who is better at keeping in touch with others?”with others?”

Source: Source: Selling Is a Woman’s Game: 15 Powerful Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell MenReasons Why Women Can Outsell Men, Nicki Joy & Susan , Nicki Joy & Susan Kane-BensonKane-Benson

Tom’s Tom’s

60TIBs*60TIBs**TIB = This I Believe

1. TECHNICOLOR RULES!1. TECHNICOLOR RULES! (Passion Moves Mountains!) (Passion Moves Mountains!)2. Audacity Matters!2. Audacity Matters!3. Revolution Now!3. Revolution Now!4. Question Authority! (& Hire4. Question Authority! (& Hire Disrespectful People.) Disrespectful People.) 5. Disorganization Wins! (LOVE5. Disorganization Wins! (LOVE THE MESS!) THE MESS!)

6. Think 3M: Markets Matter Most. ONLY EXTREME6. Think 3M: Markets Matter Most. ONLY EXTREME COMPETITION STAVES OFF STALENESS. (You can COMPETITION STAVES OFF STALENESS. (You can take the boy out of Silicon Valley, but you can’t take take the boy out of Silicon Valley, but you can’t take Silicon Valley out of the boy!) Silicon Valley out of the boy!)7. Three Hearty Cheers for Weirdos. (Bill Gates, Steve7. Three Hearty Cheers for Weirdos. (Bill Gates, Steve Jobs, Larry Ellison, Scott McNealy, Craig Venter Jobs, Larry Ellison, Scott McNealy, Craig Venter et al.) et al.) 8. Message 2003: Technology Change (Info-sciences,8. Message 2003: Technology Change (Info-sciences, Biosciences) Is in Its Infancy! (WE AIN’T SEEN Biosciences) Is in Its Infancy! (WE AIN’T SEEN NOTHIN’ YET!) NOTHIN’ YET!)9. Everything Is Up For Grabs! Volatility Is Thy Name!9. Everything Is Up For Grabs! Volatility Is Thy Name! (Forever & Ever. Amen.) RE-INVENT … OR DIE! (Forever & Ever. Amen.) RE-INVENT … OR DIE! 10. Big Sucks. (Mostly.) (VERY Mostly.)10. Big Sucks. (Mostly.) (VERY Mostly.)

11. “Permanence” Is a Snare & a Delusion.11. “Permanence” Is a Snare & a Delusion. (Forget “Built to Last.” It’s Yesterday’s (Forget “Built to Last.” It’s Yesterday’s Idea.) Idea.)12. Kaizen” (Continuous Improvement) Is …12. Kaizen” (Continuous Improvement) Is … Dangerous.Dangerous.13. DESTRUCTION RULES!13. DESTRUCTION RULES!14. Forget It! (“Learning” = Easy. “Forgetting” =14. Forget It! (“Learning” = Easy. “Forgetting” = Nigh on Impossible.) Nigh on Impossible.) 15. Innovation Is Easy: Hang Out with Freaks.15. Innovation Is Easy: Hang Out with Freaks. (Employees, Board Members, Customers, (Employees, Board Members, Customers, Suppliers, Alliance Partners, Consultants.) Suppliers, Alliance Partners, Consultants.)

16. Boring Begets Boring. 16. Boring Begets Boring. (Cool Begets Cool.)(Cool Begets Cool.)17. Think “Portfolio.” (We’re All V.C.s.)17. Think “Portfolio.” (We’re All V.C.s.)18. Perception Is All There Is. (“Insiders” …18. Perception Is All There Is. (“Insiders” … ALWAYS … overestimate the Radicalism of ALWAYS … overestimate the Radicalism of What They’re Up To.) What They’re Up To.)19. Action … ALWAYS … Takes Precedence. 19. Action … ALWAYS … Takes Precedence. Think: R.F!A./Ready. Fire! Aim. (REWARD Think: R.F!A./Ready. Fire! Aim. (REWARD SUCCESS. REWARD FAILURE. PUNISH … SUCCESS. REWARD FAILURE. PUNISH … INACTION.) INACTION.) 20. 20. He Who Makes & Tests the Quickest &He Who Makes & Tests the Quickest & Coolest Prototypes Reigns! Coolest Prototypes Reigns!

21. Haste Makes Waste. (SO GO WASTE!)21. Haste Makes Waste. (SO GO WASTE!)22. Screw-ups are … 22. Screw-ups are … thethe … Mark of Excellence. … Mark of Excellence. (“Do It Right the First Time” Is a Very Stupid (“Do It Right the First Time” Is a Very Stupid Idea.) Idea.) 23. Play Hard! Play Now! (Cherish Play!)23. Play Hard! Play Now! (Cherish Play!)24. TALENT TIME! 24. TALENT TIME! (He/She Who Has the Best(He/She Who Has the Best “Roster” Rules!) “Roster” Rules!)25. Re-do Education. Totally. (FOSTER25. Re-do Education. Totally. (FOSTER CREATIVITY … NOT UNIFORMITY.) (THE CREATIVITY … NOT UNIFORMITY.) (THE NOISIEST CLASSROOM WINS.) NOISIEST CLASSROOM WINS.)

26. Diversity’s Hour Is Now!26. Diversity’s Hour Is Now!27. 27. SHE … Is the Best Leader!SHE … Is the Best Leader!28. MARKETING MANTRA: 28. MARKETING MANTRA: Embrace the “BIG THREE”Embrace the “BIG THREE” Demographics. Demographics. (1) SHE … is the Customer. (For (1) SHE … is the Customer. (For everything.) (2) Rapidly Aging Boomers Have … everything.) (2) Rapidly Aging Boomers Have … ALL THE MONEY. (3) Green … Matters. ALL THE MONEY. (3) Green … Matters. (TRILLIONS OF $$$$$ Are at Stake.) (NOBODY … (TRILLIONS OF $$$$$ Are at Stake.) (NOBODY … Gets It.) (Mere “Programs” Will Not Suffice.) Gets It.) (Mere “Programs” Will Not Suffice.)29. Re-boot Healthcare. (UNDERSTATEMENT.)29. Re-boot Healthcare. (UNDERSTATEMENT.)30. WHAT ARE WE SELLING? “Experiences” &30. WHAT ARE WE SELLING? “Experiences” & “Solutions” > “Quality” & “Satisfaction.” (The “Solutions” > “Quality” & “Satisfaction.” (The Traditional Value-added Equation Is Being Set on Traditional Value-added Equation Is Being Set on Its Ear.) Its Ear.)

31. DESIGN = New Seat of the Soul. 31. DESIGN = New Seat of the Soul. 32. Branding Is for … EVERYONE. He Who Has32. Branding Is for … EVERYONE. He Who Has the … BEST STORY … Takes Home the the … BEST STORY … Takes Home the Marbles. Marbles.33. 33. DRAMATIC DIFFERENCEDRAMATIC DIFFERENCE = Only Difference. = Only Difference.34. WORDS/Language Matters … a Lot. (E.g.:34. WORDS/Language Matters … a Lot. (E.g.: Three Hearty Cheers for “Wow”!) Three Hearty Cheers for “Wow”!)35. WHAT MATTERS IS STUFF THAT MATTERS.35. WHAT MATTERS IS STUFF THAT MATTERS. (Query #1: (Query #1: “Are You Proud of It?”)“Are You Proud of It?”)

36. eALL. (IS/IT: 36. eALL. (IS/IT: Half-way = No WayHalf-way = No Way.).)37. DREAM … Big! DREAM … Enormous.37. DREAM … Big! DREAM … Enormous. DREAM … Gargantuan. DREAM … Gargantuan. (These Are XXXL(These Are XXXL Times.) Times.)38. THINK MIKE! (Michelangelo: “The greatest38. THINK MIKE! (Michelangelo: “The greatest danger for most of us is not that our aim is danger for most of us is not that our aim is too high and we miss it, but that it is too low too high and we miss it, but that it is too low and we reach it.”) and we reach it.”)39. There Is Only … ONE BIG ISSUE. Cross-39. There Is Only … ONE BIG ISSUE. Cross- functional Communication. functional Communication.40. Stop Doing Dumb Shit. (SYSTEMATIZE THE40. Stop Doing Dumb Shit. (SYSTEMATIZE THE PROCESS OF “UN-DUMBING.”) PROCESS OF “UN-DUMBING.”)

41. Beautiful Systems Are … BEAUTIFUL.41. Beautiful Systems Are … BEAUTIFUL.42. The … WHITE-COLLAR REVOLUTION … Will42. The … WHITE-COLLAR REVOLUTION … Will Devour Everything in Its Path. Devour Everything in Its Path. 43. Take Charge of Your Destiny! BrandYou43. Take Charge of Your Destiny! BrandYou Moment! DISTINCT … OR EXTINCT! Moment! DISTINCT … OR EXTINCT!44. “Powerlessness” Is a State of Mind! Think:44. “Powerlessness” Is a State of Mind! Think: King. Gandhi. De Gaulle. King. Gandhi. De Gaulle.45. 45. Pursue Adventure … in Every Task.Pursue Adventure … in Every Task.

46. 46. EXCELLENCE … Is a State of Mind.EXCELLENCE … Is a State of Mind. (Excellence Takes a Minute.) (No Bull.) (Excellence Takes a Minute.) (No Bull.)47. 47. SHOW UP! SHOW UP! (If You Care, You’re There.)(If You Care, You’re There.)48. YOUR CALENDAR KNOWS ALL. 48. YOUR CALENDAR KNOWS ALL. (You =(You = Calendar.) Calendar.) (Mind Your “TO DON’T” List.) (Mind Your “TO DON’T” List.)49. LIFE IS SALES. (The Rest Is Details.)49. LIFE IS SALES. (The Rest Is Details.)50. Boss Mantra #1: “I DON’T KNOW.” (“I Don’t50. Boss Mantra #1: “I DON’T KNOW.” (“I Don’t Know” = Permission to Explore.) Know” = Permission to Explore.)

51. Management Role 1: GET OUT OF THE WAY.51. Management Role 1: GET OUT OF THE WAY. (Clear the Way.) (Clear the Way.) (“Manager” = Hurdle(“Manager” = Hurdle Removal Professional.) Removal Professional.)52. Epitaph from Hell: 52. Epitaph from Hell: “He Woulda Done Some“He Woulda Done Some Truly Cool Stuff … But His Boss Wouldn’t Truly Cool Stuff … But His Boss Wouldn’t Let Him.” Let Him.”53. Change Takes However Long You Think It53. Change Takes However Long You Think It Takes. (Eschew … “Incrementalism.”) Takes. (Eschew … “Incrementalism.”)54. 54. Respect!Respect! (Rule 1: Don’t Belittle!) (Rule 1: Don’t Belittle!)55. “Thank You” Trumps All!55. “Thank You” Trumps All!

56. Integrity Matters! 56. Integrity Matters! Integrity = Credibility.Integrity = Credibility. (Dennis K. Is a Jerk.) (Dennis K. Is a Jerk.)57. SOFT IS HARD. HARD IS SOFT. (Numbers57. SOFT IS HARD. HARD IS SOFT. (Numbers Are Soft. People Are Not.) Are Soft. People Are Not.)58. Try Sunny! (Sunny Begets Sunny.58. Try Sunny! (Sunny Begets Sunny. Gloomy Begets Gloomy.) Gloomy Begets Gloomy.)59. DISPENSE ENTHUSIASM!59. DISPENSE ENTHUSIASM!60. FUN …Is Not a 4-Letter Word. So, too …60. FUN …Is Not a 4-Letter Word. So, too … JOY. (And … GRACE.) JOY. (And … GRACE.)

tom peters’ excellence. always. xalways/short master.632/12 september 2006

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