JAMS WORLD

Wanted: Leaders!Tom Peters/24August2002/Las Vegas

Tom’s 35TIBs*

*TIB = This I Believe

Tom’s 35TIBs

1. Technicolor Rules! 2. Passion Moves Mountains! 3. Audacity Matters! 4. Volatility is with us. (Forever & ever. Amen.) 5. Revolution Now! 6. Love the Mess! 7. Disorganization Wins! 8. Permanence (Kaizen/ Built to Last) Is for Wusses & Wimps. 9. Big Sucks! (Mostly.)

10. Everything Is Up for Grabs. (Re-invent … or Die.)11. Action Takes Precedence (over everything else). (R.F!A.)

Tom’s 35TIBs12. He who Makes & Tests the Quickest Prototypes will Reign.13. Play Hard! Play Now! (Cherish “play.”) 14. Screw-ups are the Mark of Excellence. 15. Question Authority!16. Boss Mantra No. 1: I DON’T KNOW.17. Take Charge of Your Destiny! Distinct … or Extinct! BrandYou Moment! 18. Epitaph from hell: He Woulda Done Some Really Cool Stuff … But His Boss Wouldn’t Let Him. 19. Pay Attention to BIG MIKE. 19. Forget it!20. Innovation is easy: Hang out with freaks.21. Think “Portfolio.”22. Your Calendar Knows All! (Mind your “To Don’t” List.)23. eALL. (Half-way = No Way.)

Tom’s 35TIBs24. There Is Only ONE BIG ISSUE: Cross- functional Communication. 25. Talent Time!26. Re-do Education! (Totally.)27. Diversity’s Hour!28. Women Are Better!29. “Experiences” & “Solutions” > “Quality” & “Satisfaction. (!!)30. Design = New Seat of the Soul!31. Dramatic Difference = Only Difference.32. Embrace the “Big Three” Demographics. (Women/ AgingBoomers/ Green-atics.)33. Re-boot Healthcare.34. Dennis K. is a Jerk.35. WHAT MATTERS IS STUFF THAT MATTERS. (MBAs are Questionable.)

Bonus.

Bonus: 10JamsWorld TIBs1. There is more to life than GAP & Wal*Mart.2. Knock-offs are life. LIVE WITH IT. BEAT IT.3. Speed is life. (The rest is details.)4. There is always room for niche players … if they are Insanely Great. (AND CONSTANTLY FRESH.)5. To have a Great Idea does not mean sitting on a pat hand: What’s the Next Act?6. You need not be a Cost Leader. You must be “in the ballpark.”7. Brand rules! Brands cannot stand still!8. Brandspan is … infinite. (AS LONG AS THE INTEGRITY IS ROBUST.)9. You can/must/should … know your customer personally. (THINK HARLEY-DAVIDSON!)10. Concept/Lifestyle Selling is devilishly difficult: Salespeople & retailers must have Insanely Great Tools.

SSDI: Handmade Art for Living1. Tapestry artist.2. Solid designs.3. Begin to produce.4. Brand & Market like crazy from Day 1. (Energy. Color. Quality.) (Underbranded industry.)5. Collections to upscale retailers.6. In-store boutiques.7. Company store.8. Drop boutiques program.9. Adopt licensing strategy. (But not to Wal*Mart.)

Visit susansargent.com

The

Leadership50

“If you don’t like change, you’re going to like

irrelevance even less.” —General Eric Shinseki, Chief

of Staff, U. S. Army

Slides at …

tompeters.com

The Basic Premise.

1. Leadership Is a … Mutual

Discovery Process.

Leaders-Teachers Do Not “Transform People”!

Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which

(3) allow people to fully (and safely, mostly—caveat: “they” don’t engage unless they’re “mad about something”) express

their innate curiosity and (4) engage in a vigorous discovery voyage (alone and in small teams, assisted by an extensive self-constructed network) by which those people (5) go to-create places they (and their mentors-teachers-

leaders) had never dreamed existed—and then the leaders-mentors-teachers (6) applaud like hell, stage

“photo-ops,” and ring the church bells 100 times to commemorate the bravery of their

“followers’ ” explorations!

2. Leaders …

Cede Control.

“I don’t know.”

3. Leaders Try … Not to Screw Things

Up

“Ninety percent of what we call ‘management’ consists of making it

difficult for people to get things done.” – P.D.

The Leadership

Types.

4. Great Leaders on Snorting Steeds Are Important – but

Great Talent Developers (Type I

Leadership) are the Bedrock of Organizations that Perform Over

the Long Haul.

25/8/53*(*Damn it!)

5. “Just One”: Great Leading = Great

Mentoring.

T.A.: 3

6. But Then Again, There Are Times When This “Cult of Personality”

(Type II Leadership) Stuff Actually Works!

“A leader is a dealer in hope.”

Napoleon (+TP’s writing room pics)

7. Find the “Businesspeople”!

(Type III Leadership)

I.P.M. (Inspired Profit Mechanic)

8. All Organizations Need the Golden

Leadership Triangle.

The Golden Leadership Triangle: (1) Creator-

Visionary … (2) Talent Fanatic-Mentor-V.C. …

(3) Inspired Profit Mechanic.

9. The Leader Is Rarely/Never the Best Performer.

33 Division Titles. 26 League Pennants. 14

World Series: Earl Weaver—0. Tom Kelly—0. Jim Leyland—0.

Walter Alston—1AB. Tony LaRussa—132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky

Anderson—1 season.

The Leadership

Dance.

10. Leaders … SHOW UP!

Rudy!

P.S. …

Mark McCormack: 5,000 miles for a 5

min. meeting!

11. Leaders … LOVE the

MESS!

“I’m not happy unless

I’m uncomfortable.”—Jay Chiat

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

going fast enough.”

Mario Andretti

12. Leaders

DO!

The Kotler Doctrine:

1965-1980: R.A.F.(Ready.Aim.Fire.)

1980-1995: R.F.A.(Ready.Fire!Aim.)

1995-????: F.F.F.(Fire!Fire!Fire!)

13. Leaders

Re-do.

“Sony Electronics has a well-earned reputation for persistence. The company’s first entry into a

new field often isn’t very good. But, as it has shown in laptops, Sony will keep trying until it gets

it right.”Business Week (5/01)

“If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly.

They’re eviscerated in public for lousy products. Yet they persist, through version after version, until they get

something good enough. Then they leverage the power they’ve gained in

other markets to enforce their standard.”Seth Godin, Zooming

“If it works, it’s

obsolete.”

—Marshall McLuhan

14. Leaders Are

PLAYFUL.

“You can’t be a serious innovator unless and until you are ready,

willing and able to seriously play. ‘Serious play’ is not an oxymoron;

it is the essence of innovation.”

Michael Schrage, Serious Play

Axiom: Never trust a “boss” with

no toys in his/her office!

15. BUT … Leaders

Know When to Wait.

Tex Schramm: The “too hard”

box!

16. Leaders KNOW They Can Make a Difference!

“It is no use saying ‘We are doing our best.’ You have got to succeed in doing

what is necessary.” —WSC

17. Leaders Are …

Optimists.

Hackneyed but none the less

true: LEADERS SEE CUPS AS “HALF

FULL.”

Half-full Cups: “[Ronald Reagan] radiated an almost transcendent

happiness.”Lou Cannon, George (08.2000)

18. BUT … Leaders Are

Realists/Leaders Win Through LOGISTICS!

The “Gus Imperative”!

19. Leaders FOCUS!

“To Don’t ” List

It’s Relationships,

Stupid.

20. Leaders Trust in

TRUST!

Credibility!

21. Leaders … Understand the

Ultimate Power of RELATIONSHIPS.

“Women speak and hear a language of connection and intimacy, and men

speak and hear a language of status and independence. Men communicate to obtain information, establish their

status, and show independence. Women communicate to create

relationships, encourage interaction, and exchange feelings.”

Judy Rosener, America’s Competitive Secret

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

easier to meet new people? Who asks more questions in a conversation? Who is a better

listener? Who has more interest in communication skills? Who is more inclined to get involved?

Who encourages harmony and agreement? Who has better intuition? Who works with a longer ‘to do’ list? Who enjoys a recap to the day’s events? Who is

better at keeping in touch with others?”

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

Susan Kane-Benson

22. Leaders Know …

Women Roar/ Women Rule.

“AS LEADERS, WOMEN RULE: New Studies find that female managers

outshine their male counterparts in almost

every measure”Title, Special Report, Business Week, 11.20.00

Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers;

favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power

as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure

“rationality”; inherently flexible; appreciate cultural diversity

Source: Judy B. Rosener, America’s Competitive Secret

If It Ain’t Broke … Break It.

23. Leaders …FORGET!/

Leaders … DESTROY!

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

Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive

in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market

by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.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

“Good management was the most powerful reason [leading firms] failed to

stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would

provide their customers more and better products of the sort they wanted, and because

they carefully studied market trends and systematically allocated investment capital to

innovations that promised the best returns, they lost their positions of leadership.”

Clayton Christensen, The Innovator’s Dilemma

Whaddaboutheproduct?

20 of 267 of top 10*

*P&G: Declining domestic sales in 20 of 26

categories; 7 of top 10 categories. (The “billion-

dollar” problem.)

Source: Advertising Age 01.21.2002/BofA Securities

Primary Obstacles to “Marketing-driven Change”

1. Fear of “cannibalism.”2. “Excessive cult of the consumer”/ “customer driven”/ “slavery to demographics, market research and focus groups.”3.Creating “sustainable advantage.” Source: John-Marie Dru, Disruption

24. BUT … Leaders Have to Deliver, So They Worry About “Throwing the Baby Out with the

Bathwater.”

“Damned If You Do, Damned If You Don’t, Just Plain

Damned.”Subtitle in the chapter, “Own Up to the Great Paradox: Success

Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,” Liberation Management (1992)

25. Leaders …

HONOR THE USURPERS.

Saviors-in-Waiting

Disgruntled CustomersUpstart CompetitorsRogue EmployeesFringe Suppliers

Wayne Burkan, Wide Angle Vision

CUSTOMERS: “Future-defining customers may

account for only 2% to 3% of your total, but they represent a crucial

window on the future.”Adrian Slywotzky, Mercer Consultants

The Cracked Ones Let in the Light“Our business needs a massive

transfusion of talent, and talent, I believe, is most likely to be found

among non-conformists, dissenters and rebels.”

David Ogilvy

Deviants, Inc. “Deviance tells the story of every mass

market ever created. What starts out weird and dangerous

becomes America’s next big corporate payday. So are you looking for the next mass market idea? It’s out there … way

out there.”Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)

Leaders know … WE BECOME WHO

WE HANG WITH!

WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the organizational code). (1.5) Hire people who make you

uncomfortable, even those you dislike. (2) Hire people you (probably) don’t need. (3) Use job interviews to get ideas, not

to screen candidates. (4) Encourage people to ignore and defy superiors and peers. (5) Find some happy people and get them to fight. (6) Reward success and failure, punish inaction.

(7) Decide to do something that will probably fail, then convince yourself and everyone else that success is certain. (8) Think of

some ridiculous, impractical things to do, then do them. (9) Avoid, distract, and bore customers, critics, and anyone who just wants to talk about money. (10) Don’t try to learn anything from people who seem to have solved the problems you face.

(11) Forget the past, particularly your company’s success.

Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting, Managing, and Sustaining Innovation

26. Leaders Make [Lotsa] Mistakes

– and MAKE NO BONES ABOUT IT!

Sam’s Secret #1!

27. Leaders Make …

BIG MISTAKES!

“Reward excellent

failures. Punish mediocre successes.”

Phil Daniels, Sydney exec (and, de facto, Jack)

Create.

28. Leaders Know that THERE’S MORE TO LIFE

THAN “LINE EXTENSIONS.” Leaders Love to CREATE NEW

MARKETS.

“Acquisitions are about buying market share. Our

challenge is to create markets.

There is a big difference.” Peter Job, CEO, Reuters

No one ever made it into the Business Hall of Fame on a record of

“line extensions.”

29. Leaders Pursue DRAMATIC

DIFFERENCE!

1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing.”

Source #1: Personal Passion)

2ND Law: REAL REASON TO BELIEVE (Stand & Deliver!)

3RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It: “intent to purchase” – 100%; “unique” – 0% to

5%)

Source: Jump Start Your Business Brain, Doug Hall

“They [consumer goods company] have acquired a bunch of products, which is what everyone is doing. But what’s the point, the

message, the story line, the Big Idea that makes ‘it’ all hang together?” —Exec,

major consumer goods company

The greatest dangerfor most of us

is not that our aim istoo high

and we miss it,but that it is

too lowand we reach it.

Michelangelo

30. Leaders … Make Their Mark /

Leaders … Do Stuff That Matters

“I never, ever thought of myself as a businessman. I was

interested in creating things I would be

proud of.” —Richard Branson

Trends.

31. Leaders “Get” the …

Big3 Trends

Trends I:

Women Roar.

?????????Home Furnishings … 94%

Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)

Houses … 91%D.I.Y. (“home projects”) … 80%

Consumer Electronics … 51% Cars … 60% (90%)

All consumer purchases … 83% Bank Account … 89%

Health Care … 80%

2/3rds working women/50+% working wives > 50%

80% checks61% bills

53% stock (mutual fund boom)

43% > $500K95% financial decisions/

29% single handed

$4.8T > Japan

9M/27.5M/$3.6T > Germany

Carol Gilligan/ In a Different Voice

Men: Get away from authority, familyWomen: Connect

Men: Self-orientedWomen: Other-oriented

Men: RightsWomen: Responsibilities

FemaleThink/ Popcorn“Men and women don’t think the same

way, don’t communicate the same way, don’t buy for the same reasons.”

“He simply wants the transaction to take place. She’s interested in

creating a relationship. Every place women go, they make

connections.”

Read This Book …

EVEolution: The Eight Truths of Marketing to Women

Faith Popcorn & Lys Marigold

EVEolution: Truth No. 1

Connecting Your Female Consumers to Each

Other Connects Them to Your Brand

“The ‘Connection Proclivity’ in women starts early. When asked,

‘How was school today?’ a girl usually tells her mother every

detail of what happened, while a boy might grunt, ‘Fine.’ ”

EVEolution

“Women don’t buy

brands. They join them.”

EVEolution

Trends II: Boomer Bonanza/ Godzilla Geezer.

Subject: Marketers & Stupidity

“It’s 18-44, stupid!”

Subject: Marketers & Stupidity

Or is it: “18-44 is stupid,

stupid!”

2000-2010 Stats

18-44: -1%55+: +21%

(55-64: +47%)

50+

$7T wealth (70%)/$2T annual income50% all discretionary spending

79% own homes/40M credit card users41% new cars/48% luxury cars

$610B healthcare spending/74% prescription drugs

5% of advertising targetsKen Dychtwald, Age Power: How the 21st

Century Will Be Ruled by the New Old

“Marketers attempts at reaching those over 50 have been miserably unsuccessful. No market’s motivations and needs

are so poorly understood.” —Peter Francese,

founding publisher, American Demographics

Trends III:

Green = $$$$$$

And #3: GREEN?????: 50% to 36%: Protect Environment >

Economic Growth.

58% to 34%: Protect Plants & Animals > Preserve Private

Property Rights.

No: “Target Marketing”

Yes: “Target Innovation” & “Target Delivery Systems”

New Model.

32. Leaders Push Their

Organizations W-a-y Up the Value-added/

Intellectual Capital Chain

The Big Day!

09.11.2000: HP bids

$18,000,000,000for

PricewaterhouseCoopersConsulting business!

“These days, building the best server isn’t enough. That’s the

price of entry.”Ann Livermore, Hewlett-Packard

Gerstner’s IBM: Systems Integrator of

choice. Global Services:

$35B. Pledge/’99: Business Partner Charter. 72 strategic partners,

aim for 200. Drop many in-house programs/products. (BW/12.01).

Nardelli’s goal ($50B to $100B by 2005): “… move Home Depot beyond selling ‘goods’ to selling ‘home services.’ …

He wants to capture home improvement dollars wherever and

however they are spent.” E.g.: “house calls” (At-Home Service: $10B by ’05?) … “pros shops” (Pro Set) … “home project management”

(Project Management System … “a deeper selling relationship”).

Source: USA Today/06.14.2002

“No longer are we only an insurance provider. Today,

we also offer our customers the products and services that help them

achieve their dreams, whether it’s financial security, buying a car, paying

for home repairs, or even taking a dream vacation.”—Martin Feinstein, CEO,

Farmers Group

33. Leaders Know that the “HVA/Solutions

Revolution” rests upon: Experiences … Dream Fulfillment … Design.

A World of Scintillating/

Awesome/ WOW “Experiences.”

“Experiences are as distinct from services as services are from

goods.”Joseph Pine & James Gilmore, The Experience Economy:

Work Is Theatre & Every Business a Stage

“Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an

entirely new ‘me.’ ”Source: Jean-Marie Dru, Disruption

“Guinness as a brand is all about community.

It’s about bringing people together and sharing

stories.”—Ralph Ardill, Imagination, in re Guinness Storehouse

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 “Experience Ladder”

Experiences Services

Goods Raw Materials

“Car designers need to create a story. Every car provides an

opportunity to create an adventure. …“The Prowler makes you smile. Why? Because it’s focused. It has a plot, a

reason for being, a passion.”

Freeman Thomas, co-designer VW Beetle; designer Audi TT

Hmmmm(?): “Only” Words …

StoryAdventure

Smile Focus

PlotPassion

“Most executives have no idea how to add value to a market in the metaphysical

world. But that is what the market will cry out for in the future. There is no lack of ‘physical’ products to

choose between.”Jesper Kunde, A Unique Moment [on the

excellence of Nokia, Nike, Lego, Virgin et al.]

Experiences+: Embracing the

“Dream Business.”

DREAM: “A dream is a complete moment in the life of a client.

Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The

opportunity to help clients become what they want to be.” —Gian Luigi

Longinotti-Buitoni

Building the Creative OrganizationChoose a creator: The cultural leader who gives the company an aesthetic point of view.Hire eclectically: Hire collaborators with different cultures and past histories in order to balance rigor with emotion.Prepare vertically: Develop a rigorous understanding of the product and the client.Develop horizontally: Promote curiosity in unrelated disciplines.Lead emotionally: Engender passionate dedication through vision and freedom.Build for the long haul: Creativity requires a lifetime commitment.Source: Gian Luigi Longinotti-Buitoni

The marketing of Dreams (Dreamketing)Dreamketing: Touching the clients’

dreams.Dreamketing: The art of telling stories and

entertaining.Dreamketing: Promote the dream, not the

product.Dreamketing: Build the brand around the

main dream.Dreamketing: Build the “buzz,” the

“hype,” the “cult.”Source: Gian Luigi Longinotti-Buitoni

The [Mostly Ignored] “Soul” of “Experiences”:

Design Rules!

Design’s place in the universe.

All Equal Except …

“At Sony we assume that all products of our competitors have basically the same

technology, price, performance and features. Design is the only

thing that differentiates one product from another in the

marketplace.”Norio Ohga

“Design is treated like a 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 fundamental soul

of a man-made creation.”

Steve Jobs

Bottom Line.

Design “is” … WHAT & WHY I LOVE.

LOVE.

Design “is” … WHY I

GET MAD. MAD.

Design is never neutral.

Hypothesis: DESIGN is the principal difference between love and

hate!

Message (?????): Men cannot design for women’s

needs.

“Perhaps the macho look can be interesting … if you

want to fight dinosaurs. But now to survive you need intelligence,

not power and aggression. Modern intelligence means

intuition—it’s female.”

Source: Philippe Starck, Harvard Design Magazine (Summer 1998)

Technology.

34. Leaders

LOVE the New Technology!

100 square feet

Talent.

35. When It Comes to

TALENT … Leaders Always Swing

for the Fences!

From “1, 2 or you’re out” [JW] to …

“Best Talent in each industry segment to build

best proprietary intangibles” [EM]

Source: Ed Michaels, War for Talent (05.17.00)

Message: Some people are better than other

people. Some people are a helluva lot better than other

people.

36. Leaders Don’t Create “Followers”: THEY CREATE

LEADERS!

Brand You, Big Time!

I AM AN ARMY OF

ONE

“I start with the premise that the

function of leadership is to produce more leaders, not more

followers.”—Ralph Nader

37. Leaders “Win Followers Over”

WHAT AN IDIOT: “Instead of employees being in the driver’s

seat, now we’re in the driver’s seat.”

PJ: “Coaching is winning

players over.”

38. Leaders “Manage” Their EVP/Internal

Brand Promise.

MantraM3

Talent = Brand

EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward

Source: Ed Michaels et al., The War for Talent

39. Leaders LOVE RAINBOWS – for Pragmatic Reasons.

“Diversity defines the health and wealth of nations in a new century.

Mighty is the mongrel. … The hybrid is hip. The impure, the mélange, the adulterated, the

blemished, the rough, the black-and-blue, the mix-and-match – these people are inheriting

the earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity,

nourishes the human spirit, spurs economic growth

and empowers nations.”G. Pascal Zachary, The Global Me:

New Cosmopolitans and the Competitive Edge

Passion.

40. Leaders … Out Their

PASSION!

G.H.: “Create a ‘cause,’ not a ‘business.’ ”

“Vision is a love affair with an idea.”—Boyd Clarke & Ron

Crossland, The Leader’s Voice

“Apple opposes, IBM solves, Nike exhorts,

Virgin enlightens, Sony dreams, Benetton

protests. … Brands are not nouns but verbs.”

Source: Jean-Marie Dru, Disruption

41. Leaders Know: ENTHUSIASM

BEGETS ENTHUSIASM!

BZ: “I am a … Dispenser of Enthusiasm!”

!

42. Leaders Focus on the

SOFT STUFF!

“Soft” Is “Hard”

- ISOE

Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life,

Engagement, Commitment, Great Causes & Determination to Make a

Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable

Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TP’s final words: CYNICISM SUCKS.]

The “Job” of Leading.

43. Leaders Know It’s

ALL SALES ALL THE TIME.

TP: If you don’t LOVE SALES … find

another life. (Don’t pretend you’re a “leader.”) (See TP’s

The Project50.)

The Sales25: Great Salespeople …1. Know the product. (Find cool mentors, and use them.)2. Know the company.3. Know the customer. (Including the customer’s consultants.) (And especially the “corporate culture.”)4. Love internal politics at home and abroad.5. Religiously respect competitors. (No badmouthing, no matter how provoked.)6. Wire the customer’s org. (Relationships at all levels & functions.)7. Wire the home team’s org. and vendors’ orgs. (INVEST Big Time time in relationships at all levels & functions.) (Take junior people in all functions to client meetings.)

Great Salespeople …8. Never overpromise. (Even if it costs you your job.) 9. Sell only by solving problems-creating profitable opportunities. (“Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of money—here’s exactly how.”) (IS THIS A “PRODUCT SALE” OR A WOW-ORIGINAL SOLUTION YOU’LL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?)10. Will involve anybody—including mortal enemies—if it enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass.11. Know the Brand Story cold; live the Brand Story. (If not, leave.)

Great Salespeople …12. Think “Turnkey.” (It’s always your problem!)13. Act as “orchestra conductor”: You are responsible for making the whole-damn-network respond. (PERIOD.)14. Help the customer get to know the vendor’s organization & build up their Rolodex.15. Walk away from bad business. (Even if it gets you fired.)16. Understand the idea of a “good loss.” (A bold effort that’s sometimes better than a lousy win.)17. Think those who regularly say “It’s all a price issue” suffer from rampant immaturity & shrunken imagination.18. Will not give away the store to get a foot in the door. 19. Are wary & respectful of upstarts—the real enemy.20. Seek several “cool customers”—who’ll drag you into Tomorrowland.

Great Salespeople …

21. Use the word “partnership” obsessively, even though it is way overused. (“Partnership” includes folks at all levels throughout the supply chain.)22. Send thank you notes by the truckload. (NOT E-NOTES.) (Most are for “little things.”) (50% of those notes are sent to those in our company!) Remember birthdays. Use the word “we.” 23. When you look across the table at the customer, think religiously to yourself: “HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED?” 24. Great salespeople can affirmatively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY?25. Keep your bloody PowerPoint slides simple!

44. Leaders LOVE

“POLITICS.”

TP: If you don’t LOVE POLITICS … find

another life. (Don’t pretend you’re a “leader.”)

45. Leaders Give …

RESPECT!

“It was much later that I realized Dad’s secret. He gained respect by giving it. He

talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a

bishop or a college president. He was seriously interested in who you were and what you had to say.”

Sara Lawrence-Lightfoot, Respect

46. Leaders Say

“Thank You.”

“The deepest human need is the need to be appreciated.”

William James

“The two most powerful things

in existence: a kind word and a thoughtful gesture.”

Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]

47. Leaders … Are The Brand

“WHO ARE YOU [these days] ?”

TP to Client

The BRAND lives (OR DIES) in the “minutiae” of the leader’s moment-

to-moment actions.

“You must be the change you

wish to see in the world.”

Gandhi

48. Leaders …

Have a GREAT STORY!

“A key – perhaps the key – to leadership is the effective

communication of a story.”

Howard Gardner Leading Minds: An Anatomy of Leadership

“Early in my career in the law I learned

that … he who has the best story

wins.”JQ Adams/A Hopkins to T Joadson/M Freeman

The End Game.

49. Leaders ???

:

“Leadership is the PROCESS of

ENGAGING PEOPLE in CREATING a LEGACY

of EXCELLENCE.”

“Hire smart – go bonkers – have grace – make mistakes – love technology – start all

over again.”

“LEADERS NEED TO BE THE ROCK OF

GIBRALTAR ON ROLLER BLADES”

50. Leaders Know WHEN TO LEAVE!

Mahalo