In Search of ExcellenceIn Search of Excellence/1982-2012/1982-2012

Excellence Attribute Excellence Attribute #1#1::

A Bias For A Bias For Action!Action!

Tom Peters/17 February 2012Tom Peters/17 February 2012

The research on what became The research on what became In Search of ExcellenceIn Search of Excellence began in 1977. began in 1977. The first publication of our fledgling effort appeared in The first publication of our fledgling effort appeared in BusinessWeekBusinessWeek in July 1978. It included a list of eight “attributes of excellence” teased in July 1978. It included a list of eight “attributes of excellence” teased from our mountain of data. The first of the eight was, “Do it. Fix it. Try from our mountain of data. The first of the eight was, “Do it. Fix it. Try it.” To our surprise as much as anyone else’s, the eight attributes it.” To our surprise as much as anyone else’s, the eight attributes stayed intact through a gajillion drafts and presentations and then the stayed intact through a gajillion drafts and presentations and then the book’s publication in 1982, though a word or two did change. Now #1 book’s publication in 1982, though a word or two did change. Now #1 was “A Bias for Action.” was “A Bias for Action.”

This is the 30This is the 30thth anniversary of the book’s appearance, and while much anniversary of the book’s appearance, and while much has changed, if I were to update it, “A Bias for Action” would retain its has changed, if I were to update it, “A Bias for Action” would retain its #1 spot. If possible, in fact, it’s even more important in these #1 spot. If possible, in fact, it’s even more important in these destabilized times. One recent research effort, aimed at advising destabilized times. One recent research effort, aimed at advising bosses on adapting to the whacky [now and forever more] times, bosses on adapting to the whacky [now and forever more] times, suggested that the #1 key to success was “experiment fearlessly.” suggested that the #1 key to success was “experiment fearlessly.” Sounds suspiciously like “a bias for action” to me!Sounds suspiciously like “a bias for action” to me!

Along the way, no surprise, I’ve collected a ton of “stuff” on this dear-Along the way, no surprise, I’ve collected a ton of “stuff” on this dear-to-my-head-and-heart topic—in my MOAP/Mother Of All Presentations to-my-head-and-heart topic—in my MOAP/Mother Of All Presentations the bias for action animates a prominent section, which is one of the the bias for action animates a prominent section, which is one of the longest. But I thought that in the process I’d pass this version, longest. But I thought that in the process I’d pass this version, unun--annotated, along in the “for what it’s worth” category.annotated, along in the “for what it’s worth” category.

A Bias for Action. A Bias for Action. FIRSTFIRST in 1982. in 1982. FIRSTFIRST in 2012. And no change in 2012. And no change predicted—for institutions OR individuals!predicted—for institutions OR individuals!

Overture Overture

““We have a We have a ‘strategic ‘strategic plan.’ It’s plan.’ It’s

called doing called doing things.”things.” — Herb Kelleher— Herb Kelleher

““Execution Execution isis strategy.”strategy.”

—Fred Malek—Fred Malek

““Can Can do!”do!”**

*U.S. Naval Mobile Construction Battalions/*U.S. Naval Mobile Construction Battalions/SeabeeSeabee motto motto

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

—Ross Perot (vs. “Aim! Aim! Aim!”)

BLAME NO ONE.BLAME NO ONE.EXPECT NOTHING.EXPECT NOTHING.DO SOMETHING.DO SOMETHING.                        

Source: Locker room sign posted by NFLSource: Locker room sign posted by NFL football coach Bill Parcellsfootball coach Bill Parcells

"Thinking is the enemy "Thinking is the enemy of creativity. It's self-of creativity. It's self-

conscious and anything conscious and anything self-conscious is lousy. self-conscious is lousy.

You simply must … You simply must …

DoDo things.” things.” —Ray Bradbury—Ray Bradbury

John BoJohn Boyydd:: “To “To BeBe somebody or to somebody or to

DoDo something” something”BOYD: The Fighter Pilot Who Changed BOYD: The Fighter Pilot Who Changed

the Art of Warthe Art of War (Robert Coram) (Robert Coram)

Fall seven Fall seven times, stand times, stand

up eightup eight

——Japanese proverb Japanese proverb

““You miss You miss

100100%%

of the shots of the shots you never you never

take.”take.” —Wayne—Wayne GretzkyGretzky

The Action FactionThe Action Faction

Bossidy+Bossidy+Perot+Perot+

Peters & WatermanPeters & WatermanPeters+Peters+Hayek+Hayek+

BoydBoydKelley+Kelley+Grant+Grant+Nelson+Nelson+

Bossidy+Bossidy+

Former GE Vice Chairman-former Allied CEO Larry Bossidy, a tough-as-Former GE Vice Chairman-former Allied CEO Larry Bossidy, a tough-as-they-come operating executive, wrote, with business guru Ram Charan, they-come operating executive, wrote, with business guru Ram Charan, Execution: The Discipline of Getting Things DoneExecution: The Discipline of Getting Things Done. . Absurd as it may Absurd as it may sound, this may well be the first primetime book on execution per se. sound, this may well be the first primetime book on execution per se. And a remarkable book it is. And execution is, of course, first and And a remarkable book it is. And execution is, of course, first and foremost a “bias for action” game! foremost a “bias for action” game!

““ExecutionExecution is is thethe j jobob of the of the

business business leaderleader.”.” —Larry Bossidy & Ram —Larry Bossidy & Ram

Charan/ Charan/ Execution: The Discipline of Getting Things DoneExecution: The Discipline of Getting Things Done

““I saw that leaders placed too much I saw that leaders placed too much emphasis on what some call high-emphasis on what some call high-level strategy, on intellectualizing level strategy, on intellectualizing

and philosophizing, and not enough and philosophizing, and not enough on implementation.on implementation. People would People would

agree on a project or initiative, and agree on a project or initiative, and

then nothing would come of it.”then nothing would come of it.” —Larry Bossidy & Ram Charan/—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things DoneExecution: The Discipline of Getting Things Done

““The person who is a little less The person who is a little less conceptual but is absolutely determined conceptual but is absolutely determined

to succeed will usually find the right to succeed will usually find the right people and get them together to achieve people and get them together to achieve objectives. I’m not knocking education objectives. I’m not knocking education or looking for dumb people. But if you or looking for dumb people. But if you

have to choose between someone with a have to choose between someone with a staggering IQ and an elite education staggering IQ and an elite education

who’s gliding along, and someone with a who’s gliding along, and someone with a lower IQ but who is absolutely lower IQ but who is absolutely

determined to succeed, you’ll always do determined to succeed, you’ll always do better with the second person.” better with the second person.”

—Larry Bossidy (Larry Bossidy & Ram Charan/ —Larry Bossidy (Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done)Execution: The Discipline of Getting Things Done)

““The head of one of the large management consulting The head of one of the large management consulting firms asks [members of a client organization, ‘And what firms asks [members of a client organization, ‘And what do you do that justifies your being on the payroll?’ The do you do that justifies your being on the payroll?’ The

great majority answer, ‘great majority answer, ‘I run the accountinI run the accountingg de deppartment,artment,’ ’ or ‘or ‘I am in charI am in chargge of the sales forcee of the sales force’ … Only a few say, ’ … Only a few say, ‘‘It’s mIt’s my jy job to ob to ggive our manaive our managgers the information theers the information theyy need to make the rineed to make the rigght decisions,ht decisions,’ or ‘’ or ‘I am resI am respponsible onsible for findinfor findingg out what out what pproducts the customer will want roducts the customer will want

tomorrowtomorrow.’ The man who focuses on efforts and stresses .’ The man who focuses on efforts and stresses his downward authority is a subordinate no matter how his downward authority is a subordinate no matter how

exalted his rank or title.exalted his rank or title. But the man who But the man who focuses on contributions and who focuses on contributions and who takes restakes respponsibilitonsibilityy for results, no for results, no matter how matter how jjunior, is in the most unior, is in the most literal sense of the literal sense of the pphrase, ‘tohrase, ‘topp manamanaggement.’ He holds himself ement.’ He holds himself

resrespponsible for the onsible for the pperformance of erformance of the wholethe whole.”.” ——Peter DruckerPeter Drucker

““When assessing candidates, the When assessing candidates, the first thing I looked for was energy first thing I looked for was energy

and enthusiasm for execution. and enthusiasm for execution. Does she talk about the thrill Does she talk about the thrill of of ggettinettingg thin thinggs done, the s done, the

obstacles overcome, the role obstacles overcome, the role her her ppeople eople pplayedlayed —or does she —or does she keep wandering back to strategy keep wandering back to strategy

or philosophy?”or philosophy?” —Larry Bossidy, —Larry Bossidy, ExecutionExecution

WOWWOW!!!!Observed closely: The use ofObserved closely: The use of

“I”“I” oror “we”“we” during aduring a

job interview.job interview.

Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

““Execution is aExecution is a ssyystematic stematic process of riprocess of riggorouslorouslyy discussindiscussing g hows and hows and whats, tenaciously whats, tenaciously

following through, and following through, and ensuring accountability.”ensuring accountability.” —Larry Bossidy & Ram Charan/ —Larry Bossidy & Ram Charan/ Execution: The Execution: The DisciplineDiscipline of Getting Things Done of Getting Things Done

The Leader’s Seven Essential BehaviorsThe Leader’s Seven Essential Behaviors

*Know your people and your*Know your people and your business business*Insist on realism*Insist on realism*Set clear goals and priorities*Set clear goals and priorities*Follow through*Follow through*Reward the doers*Reward the doers*Expand people’s capabilities*Expand people’s capabilities*Know yourself*Know yourself

Source: Larry Bossidy & Ram Charan/Source: Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things DoneExecution: The Discipline of Getting Things Done

““Realism is is the heart of the heart of execution.”execution.”

—Larry Bossidy & Ram Charan/—Larry Bossidy & Ram Charan/Execution: Execution: The Discipline of Getting Things DoneThe Discipline of Getting Things Done

(1)(1) Sum of Projects = Sum of Projects = Goal (“Vision”) Goal (“Vision”)

(2)(2) Sum of Milestones Sum of Milestones == Project Project

(3)(3) Rapid Review + Rapid Review + Truth-telling = Truth-telling = Accountability Accountability

“robust dialogue”

—Larry Bossidy & Ram Charan/ —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things DoneExecution: The Discipline of Getting Things Done

Beware the “Can’t Do” Merchants!Beware the “Can’t Do” Merchants!

“Andrew Higgins, who built landing craft in WWII, refused to hire graduates of

engineering schools. He believed that He believed that thetheyy onl onlyy teach teach yyou what ou what yyou ou can’t docan’t do in in

enenggineerinineeringg school school. He started off with 20 . He started off with 20 employees, and by the middle of the war had employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 30,000 working for him. He turned out 20,000

landing craft. D.D. Eisenhower told me, landing craft. D.D. Eisenhower told me, ‘‘Andrew Andrew HiHiggggins won the war for us. He did it without ins won the war for us. He did it without

enenggineersineers.’.’ ” ” —Stephen Ambrose/—Stephen Ambrose/Fast CompanyFast Company

"Thinking is the enemy "Thinking is the enemy of creativity. It's self-of creativity. It's self-

conscious and anything conscious and anything self-conscious is lousy. self-conscious is lousy.

You simply must … You simply must …

DoDo things.” things.” —Ray Bradbury—Ray Bradbury

““Intelligent people Intelligent people can always come up can always come up

with intelligent with intelligent reasons … reasons … to do nothing.”.” —Scott Simon—Scott Simon

"Never be afraid to "Never be afraid to try; remember ... try; remember ...

amateurs built the amateurs built the ark, professionals ark, professionals

built the Titanic."built the Titanic." —Author —Author

UnknownUnknown

Ye Ye ggadsads:: ““Thomas Stanley has not Thomas Stanley has not only found no correlation only found no correlation

between success in school and between success in school and an abilitan abilityy to accumulate wealth, to accumulate wealth, he’s actuallhe’s actuallyy found a ne found a neggative ative correlationcorrelation.. ‘It seems that school-related evaluations ‘It seems that school-related evaluations

are poor predictors of economic success,’are poor predictors of economic success,’ Stanley concluded. Stanley concluded. ‘What ‘What did predict success was a willingness to take risks. Yet the success-did predict success was a willingness to take risks. Yet the success-

failure standards of most schools penalized risk takers. Most failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result,educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on.’” those who do well in school find it hard to take risks later on.’”

—Richard Farson & Ralph Keyes, —Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes WinsWhoever Makes the Most Mistakes Wins

““Tom, we normally Tom, we normally start at … start at … 6:15A.M.6:15A.M.”*”*

**GEGE [of course—which is my point here] sector [of course—which is my point here] sector boss informs me that he’s giving me a break boss informs me that he’s giving me a break——mymy speech will start at a slovenly 6:30AM speech will start at a slovenly 6:30AM

““Can Can do!”do!”**

*U.S. Naval Mobile Construction Battalions/*U.S. Naval Mobile Construction Battalions/SeabeeSeabee motto motto

Dick/DAYDick/DAY (Build! Period!) (Build! Period!)

Dan/NIGHT (Flawless Dan/NIGHT (Flawless report on what not report on what not

built)*built)*

*My two Seabee commanding officers (Vietnam/1966-1968): *My two Seabee commanding officers (Vietnam/1966-1968):

Richard Anderson, Daniel ________Richard Anderson, Daniel ________

““Execution Execution isis strategy.”strategy.”

—Fred Malek—Fred Malek

““Costco has figured Costco has figured

out the out the bibig,g, simsimpplele things and things and

executedexecuted with with

total total fanaticismfanaticism.”.”

—Charles Munger, Berkshire Hathaway—Charles Munger, Berkshire Hathaway

““In real life, strategyIn real life, strategy is actually very is actually very

straightforward. Pickstraightforward. Pick a general direction a general direction … … andand imimpplementlement likelike hellhell.”.” —Jack Welch—Jack Welch

Perot+Perot+

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

—Ross Perot (vs. “Aim! Aim! Aim!”)

The larger than life H. Ross Perot sold EDS to The larger than life H. Ross Perot sold EDS to GM in the 1980s, and went on the car giant’s GM in the 1980s, and went on the car giant’s Board. A few years later he was asked by a Board. A few years later he was asked by a FortuneFortune writer to explain the difference writer to explain the difference between the two companies. between the two companies.

He said that at EDS the strategy was marked He said that at EDS the strategy was marked by unrelenting urgency. He called it … by unrelenting urgency. He called it …

“Ready. Fire. Aim.”“Ready. Fire. Aim.” I.e., stop I.e., stop talking and get on with it—now! talking and get on with it—now!

By comparison, he said, at GM the “strategy” By comparison, he said, at GM the “strategy” was one of constant delay, or was one of constant delay, or “Ready. Aim. “Ready. Aim. Aim. Aim. Aim . …”Aim. Aim. Aim . …”

(Alas, well into the 1(Alas, well into the 1stst decade of the new century GM’s problems/ decade of the new century GM’s problems/ unwieldy bureaucracy remained pretty much unchanged.)unwieldy bureaucracy remained pretty much unchanged.)

1950-1980:1950-1980: R.A.F./Ready. Aim. Fire. R.A.F./Ready. Aim. Fire.1980-2000:1980-2000: R.F.A./Ready. Fire! R.F.A./Ready. Fire! Aim.Aim.2000-20??:2000-20??: F.F.F./Fire! Fire! Fire! F.F.F./Fire! Fire! Fire!

““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the

software. We fixed them by doing it over and over, software. We fixed them by doing it over and over, again and again. We do the same today. While our again and again. We do the same today. While our competitors are still sucking their thumbs trying to competitors are still sucking their thumbs trying to

make the design perfect,make the design perfect, we’re alreadwe’re alreadyy on on

pprototrototypype versione version No. 5 No. 5.. By the By the

time our rivals are ready with wires and screws,time our rivals are ready with wires and screws,

we are on versionwe are on version No. 10No. 10.. It It ggets back to ets back to pplanninlanningg versus versus actinactingg: We act from da: We act from dayy one; one;

othersothers p plan how to lan how to pplanlan——for monthsfor months.”.” —Bloomberg by Bloomberg—Bloomberg by Bloomberg

““Burt Rutan wasn’t a fighter jock; he was an engineer who Burt Rutan wasn’t a fighter jock; he was an engineer who had been asked to figure out why the F-4 Phantom was had been asked to figure out why the F-4 Phantom was flying pilots into the ground in Vietnam. While his fellow flying pilots into the ground in Vietnam. While his fellow engineers attacked such tasks with calculators, Rutan engineers attacked such tasks with calculators, Rutan

insisted on considering the problem in the air. A near-fatal insisted on considering the problem in the air. A near-fatal flight not only led to a critical F-4 modification, it also flight not only led to a critical F-4 modification, it also

confirmed for Rutan a notion he had held ever since he had confirmed for Rutan a notion he had held ever since he had

built model airplanes as a child.built model airplanes as a child. The waThe wayy to to make a better aircraft wasn’t to make a better aircraft wasn’t to sit around sit around pperfectinerfectingg a design, it a design, it

was to was to gget somethinet somethingg u upp in the air in the air and see what haand see what happppensens, , then trthen tryy to to

fix whatever fix whatever ggoes wronoes wrong.”g.”

——Eric Abrahamson & David Freedman, Chapter 8, “Messy Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,”Leadership,” fromfrom A Perfect Mess: The Hidden Benefits of Disorder A Perfect Mess: The Hidden Benefits of Disorder

““What are Rutan’s management rules? He What are Rutan’s management rules? He insists he doesn’t have any. ‘I don’t like insists he doesn’t have any. ‘I don’t like

rules,’ he says. ‘Things are so easy to change rules,’ he says. ‘Things are so easy to change if you don’t write them down.’ Rutan feels if you don’t write them down.’ Rutan feels good management works in much the same good management works in much the same

way good aircraft design does:way good aircraft design does: Instead Instead of trof tryyiningg to fi to figgure out the best ure out the best

way to do somethinway to do somethingg and and stickinstickingg to it, to it, jjust trust tryy out an out an

aapppproach and keeroach and keepp fixin fixingg it it.”.”

——Eric Abrahamson & David Freedman, Chapter 8, “Messy Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,”Leadership,” fromfrom A Perfect Mess: The Hidden Benefits of Disorder A Perfect Mess: The Hidden Benefits of Disorder

““Downplaying up-front design, not matching employees’ Downplaying up-front design, not matching employees’ tasks to their experience and training, eschewing tasks to their experience and training, eschewing

specialization, creating a culture that glorifies questions and specialization, creating a culture that glorifies questions and mistakes, not acting like a CEO—how has all this worked out mistakes, not acting like a CEO—how has all this worked out for Rutan? Scaled Composites has managed 88 consecutive for Rutan? Scaled Composites has managed 88 consecutive profitable quarters in an industry that is perennially profit profitable quarters in an industry that is perennially profit

challenged. The firm’s regular clients include NASA and most challenged. The firm’s regular clients include NASA and most of the big aerospace companies—and it is known as the go-to of the big aerospace companies—and it is known as the go-to concern when a need arises for an aircraft that flies higher concern when a need arises for an aircraft that flies higher or faster or farther or more nimbly or less expensively than or faster or farther or more nimbly or less expensively than

any other has.any other has. Scaled Composites has rolled out 26 new types of aircraft in 30

years, at a time when giant aerospace companies struggle to get a single new

aircraft out in a decade.”

——Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,”Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,” A Perfect Mess: The Hidden Benefits of DisorderA Perfect Mess: The Hidden Benefits of Disorder

““One Rutan principle is not to worry so One Rutan principle is not to worry so much about the formal background of much about the formal background of the engineers he hires or to look for the engineers he hires or to look for

the sorts of specialties normally the sorts of specialties normally sought after by aerospace companies. sought after by aerospace companies. Instead, he looks for people who share his passion for aircraft design and who can work on anything from a fuselage to a door handle or are willing to learn how. He then gives those people free He then gives those people free rein.”rein.” —Eric Abrahamson & David Freedman, Chapter 8, —Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,”“Messy Leadership,” A Perfect Mess: The Hidden Benefits of A Perfect Mess: The Hidden Benefits of

DisorderDisorder

““A Rutan principle is that it’s useful A Rutan principle is that it’s useful to have to have everyone questioning

everything the company does all the time, and especially have , and especially have

people questioning their own work. people questioning their own work. Rutan makes sure that when Rutan makes sure that when

employees point out their mistakes, employees point out their mistakes, they’re applauded rather than they’re applauded rather than

reprimanded.”reprimanded.” —Eric Abrahamson & David Freedman, Chapter —Eric Abrahamson & David Freedman, Chapter

8, “Messy Leadership,”8, “Messy Leadership,” A Perfect Mess: The Hidden Benefits of Disorder A Perfect Mess: The Hidden Benefits of Disorder

Culture of PrototypingCulture of Prototyping

“Effective prototyping may “Effective prototyping may

be be thethe most most valuablevaluable core core comcomppetenceetence an an

innovative organization can innovative organization can hope to have.”hope to have.” —Michael Schrage—Michael Schrage

Think about ItThink about It!!

Innovation Innovation = = Reaction to the Reaction to the

Prototype*Prototype**E.g., No prototype, nothing to think about.*E.g., No prototype, nothing to think about.

Source: Michael SchrageSource: Michael Schrage

““DemoDemo or die!”or die!”

Source: This was the approach championed by Source: This was the approach championed by NicholasNicholas NeNeggroropponteonte which vaulted his which vaulted his MITMIT MediaMedia LabLab to the forefront of IT-multimedia to the forefront of IT-multimedia

innovation. It was his successful alternative to the traditional innovation. It was his successful alternative to the traditional MIT-academic MIT-academic “publish or perish.”“publish or perish.” Negroponte’s rapid-prototyping Negroponte’s rapid-prototyping

version was emblematic of the times and the pace and the enormityversion was emblematic of the times and the pace and the enormity of the opportunity. (of the opportunity. (NYTimesNYTimes/0426.11)/0426.11)

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

understand that understand that yyou onlou onlyy find oil iffind oil if y you drill ou drill wellswells.. You may think you’re finding You may think you’re finding

it when you’re drawing maps and it when you’re drawing maps and studying logs, but you have to drill.”studying logs, but you have to drill.”

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

““While many people think big oil is While many people think big oil is responsible for virtually all new discoveries, responsible for virtually all new discoveries,

over the years about over the years about 80 percent of the oil found in the of the oil found in the

United States has been brought in by United States has been brought in by

wildcatters such as Mr. such as Mr.

Findley, says Larry Nation, spokesman for the Findley, says Larry Nation, spokesman for the American Association of Petroleum American Association of Petroleum

Geologists.”Geologists.” —WSJ, “Wildcat Producer Sparks Oil Boom in Montana”

… … only only findfind oil if youoil if you

drilldrill ......

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

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

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

“Sir,”“Sir,” JP Morgan replied, JP Morgan replied, “I do not know what is in the envelope, “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 He gave it one look, a mere glance, then handed the piece of

paper back to the gent.paper back to the gent.

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

The miracle “formula” … The miracle “formula” …

1. 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/NPRSource: Hugh MacLeod/tompeters.com/NPR

““Never forget Never forget

imimpplementationlementation boys. boys. In our work it’s what I call In our work it’s what I call

the the ‘‘missinmissingg 98 98 percentpercent’’ of the client of the client

puzzle.” puzzle.” —Al McDonald, Managing Director, McKinsey & Company—Al McDonald, Managing Director, McKinsey & Company

““A good plan A good plan executed right executed right

now beats a great now beats a great plan executedplan executed

next week.” next week.” —Patton—Patton

““We are in a We are in a brawl with brawl with

no rules.”no rules.” —Paul Allaire—Paul Allaire

[Only] answer to “We are in a brawl with no rules”:[Only] answer to “We are in a brawl with no rules”:

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

ScrewScrewAroundAround

VigorouslyVigorously!!***TP*TP

Axiom: Axiom: “We are in a brawl “We are in a brawl with no rules.”with no rules.” (Allaire)(Allaire)

Implication: Implication: “The world will “The world will not be kind to those who not be kind to those who ‘play by the rules’.”‘play by the rules’.” (Peters)(Peters)

Strategy: Strategy: R.F.A./S.A.V.R.F.A./S.A.V. (Perot/Peters)(Perot/Peters)

““Ever notice Ever notice that ‘What the that ‘What the hell’ is always hell’ is always

the right the right decision?”decision?”

Source: a shrewd observation, attributed to an unknown Hollywood Source: a shrewd observation, attributed to an unknown Hollywood scriptwriterscriptwriter

NB: I admit it. I found the quote, not at a Harvard B. School exec program, but in a nearby NB: I admit it. I found the quote, not at a Harvard B. School exec program, but in a nearby Cambridge novelty shop. There’s a message here—not least of which is to consider the Cambridge novelty shop. There’s a message here—not least of which is to consider the

value of the $4.00 card vs. a $4,000-a-day program at the HBS? The card, however, cost a value of the $4.00 card vs. a $4,000-a-day program at the HBS? The card, however, cost a lot more than $4; I ordered a couple of hundred, and give them away like candies at lot more than $4; I ordered a couple of hundred, and give them away like candies at

seminars.seminars.

““We have a We have a ‘strategic ‘strategic plan.’ It’s plan.’ It’s

called doing called doing things.”things.” — Herb Kelleher— Herb Kelleher

Peters & Peters & WatermanWaterman

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

Tom Peters/Tom Peters/Business WeekBusiness Week/07.1978 /07.1978 (Principal #1/first publication of (Principal #1/first publication of

“Attributes of Excellence”)“Attributes of Excellence”)

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

1.1. A Bias for A Bias for ActionAction

2. 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-Tight8. Simultaneous “Loose-Tight Properties”Properties”

Peters+Peters+

11/46/46

For me it started in the U.S. Navy in 1966. I was a junior officer For me it started in the U.S. Navy in 1966. I was a junior officer in U.S. Naval Mobile Construction Battalion NINE, a part of the in U.S. Naval Mobile Construction Battalion NINE, a part of the fabled U.S. Navy Seabees. The Seabees motto has been, since fabled U.S. Navy Seabees. The Seabees motto has been, since birth in 1942, “Can do.” In my first deployment to Vietnam, the birth in 1942, “Can do.” In my first deployment to Vietnam, the “Can do” spirit was drummed into my head.“Can do” spirit was drummed into my head.

It “took.”It “took.”

Life is hopelessly complex, and to say anything “for sure” is a Life is hopelessly complex, and to say anything “for sure” is a stretch. I’ve, in fact, got but one exception to that rule—one stretch. I’ve, in fact, got but one exception to that rule—one “for sure” that was hatched in 1966 and which animates my life “for sure” that was hatched in 1966 and which animates my life

and my work in 2012 … and my work in 2012 … 4646 years later! years later!

Lesson46*:Lesson46*: WTTMSW*WTTMSW*

*Only thing I’ve learned “for sure,” 1966-2012*Only thing I’ve learned “for sure,” 1966-2012

WhoeverWhoeverTriesTriesTheTheMostMostStuffStuffWinsWins

Better yet:Better yet: WTTMSWTTMSTFTFWW

WhoeverWhoeverTriesTriesTheTheMostMostStuffStuffTheTheFastestFastestWinsWins

Better yet:Better yet: WTTMS(ASTMSU)TFWWTTMS(ASTMSU)TFW

WhoeverWhoeverTriesTriesTheTheMostMostStuffStuff((AndAndScrews Screws The The Most Most Stuff Stuff UpUp)) TheTheFastestFastestWinsWins

WhoeverWhoeverTriesTriesTheTheMostMostStuffStuffAndAndScrews Screws The The Most Most Stuff Stuff Up Up TheTheFastestFastestWins!Wins!

““Experiment Experiment fearlessly”fearlessly”

Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1Tactic #1

“… relentless “… relentless trial and error”trial and error”

Source: Source: Wall Street JournalWall Street Journal, cornerstone of effective approach to “rebalancing” company, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) portfolios in the face of changing and uncertain global economic conditions (11.08.10)

““The difference between Bach and his forgotten The difference between Bach and his forgotten peers isn’t necessarily that he had a better peers isn’t necessarily that he had a better ratio of hits to misses. The difference is that ratio of hits to misses. The difference is that

the mediocre might have a dozen ideas, while the mediocre might have a dozen ideas, while Bach, in his lifetime, created more than a Bach, in his lifetime, created more than a

thousand full-fledged musical compositions. A thousand full-fledged musical compositions. A genius is a genius, psychologist Paul Simonton genius is a genius, psychologist Paul Simonton maintains, because he can put together such a maintains, because he can put together such a staggering number of insights, ideas, theories, staggering number of insights, ideas, theories,

random observations, and unexpected random observations, and unexpected connections that he almost inevitably ends up connections that he almost inevitably ends up

with something great. with something great. ‘Quality,’‘Quality,’ Simonton Simonton

writes,writes, ‘is a probabilistic ‘is a probabilistic function of quantity.’”function of quantity.’” —Malcolm Gladwell, —Malcolm Gladwell,

“Creation Myth,” “Creation Myth,” New YorkerNew Yorker, 0516.11, 0516.11

““Quality is a Quality is a probabilistic probabilistic function of function of quantity.”quantity.”

WD40WD40

WaterWaterDisplacementDisplacement

40 Tries40 Tries***The magic potion includes “40” in its name—it took the inventor 40 tries to get it right!*The magic potion includes “40” in its name—it took the inventor 40 tries to get it right!

Hayek+Hayek+

F.A. Hayek, Nobel prize winner in economics, said, in effect, F.A. Hayek, Nobel prize winner in economics, said, in effect, that economic growth is a function of getting a lot of stuff that economic growth is a function of getting a lot of stuff going and “winning” (growing) courtesy the “law of large going and “winning” (growing) courtesy the “law of large numbers.” Much of the secret is the absence of a plan—let lotsa numbers.” Much of the secret is the absence of a plan—let lotsa stuff happen, and some unimaginable great stuff will be part of stuff happen, and some unimaginable great stuff will be part of the picture. the picture.

Economic Progress/Growth:Economic Progress/Growth: “Spontaneous “Spontaneous

Discovery Discovery Process”Process”

—F.A. Hayek—F.A. Hayek

[Rapid] Trial and Error =[Rapid] Trial and Error =

Heart of the scientific methodHeart of the scientific methodEngine of natural selectionEngine of natural selectionBasis for economic growthBasis for economic growthKey to business successKey to business success

What makes What makes God laugh?God laugh?

PeoplePeople makingmaking plans!plans!

TheThe Mess Mess IsIs TheThe

Message! Message! Period!Period!

““By By indirections indirections

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

““ContainerizationContainerization … is a remarkable … is a remarkable achievement. No one foresaw how the box would achievement. No one foresaw how the box would

transform everything it touched—from ships and ports to transform everything it touched—from ships and ports to patterns of global trade. Containerization is a monument patterns of global trade. Containerization is a monument

to the most powerful law in economics, that of to the most powerful law in economics, that of

unanticipated consequences.unanticipated consequences. … … This historThis historyy ouougght to be humblinht to be humblingg to fans of modern to fans of modern manamanaggement methods. Careful ement methods. Careful pplanninlanningg and thorough analand thorough analyysis, those business sis, those business

school basics, maschool basics, mayy have their have their pplace, but lace, but thetheyy provide little provide little gguidance in the face uidance in the face

of disruof disrupptive chantive changges that alter an es that alter an industrindustryy’s ver’s veryy fundamentals fundamentals.”.” —Marc Levinson, —Marc Levinson,

author of author of The Box: How the Shipping Container Made the World Smaller and the The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger World Economy Bigger (2006 was the 50(2006 was the 50thth anniversary of containerization anniversary of containerization))

““No one rises so No one rises so high as he who high as he who

knows not where knows not where he is going.”he is going.” —Cromwell—Cromwell

““My only goal is to My only goal is to have no goals.have no goals. The The ggoal, everoal, everyy time, is time, is that film, that verthat film, that veryy momentmoment.”.” —Bernardo Bertolucci—Bernardo Bertolucci

““We normally shoot a few takes, We normally shoot a few takes, even if the first one is terrific … even if the first one is terrific …

because what I’m reallbecause what I’m reallyy ho hoppiningg for for is a ‘mistakeis a ‘mistake.’.’ I think that most of I think that most of

the really great moments in my the really great moments in my films were not planned. They were films were not planned. They were things that naturally occurred and things that naturally occurred and we said, ‘Wow, look at that—that’s we said, ‘Wow, look at that—that’s something we want to keep.’ That’s something we want to keep.’ That’s when you hit the truth button with when you hit the truth button with

the audience.”the audience.” —Robert Altman,—Robert Altman, on his Academy Award winning “Gosford Park”on his Academy Award winning “Gosford Park”

Surprise, Surprise, Transformation Transformation

& Excellence & Excellence Through Through

Spontaneous Spontaneous DiscoveryDiscovery

The Limits of “Systems Thinking”: The Limits of “Systems Thinking”: Surprise, Transformation & Excellence Surprise, Transformation & Excellence Through Spontaneous Discovery (1 of 2)Through Spontaneous Discovery (1 of 2)

This summer [2009] was the summer of brush clearing.This summer [2009] was the summer of brush clearing.And, it turned out, much more.And, it turned out, much more.

It started as simple exercise. After a day or two, scratches from head to toe, It started as simple exercise. After a day or two, scratches from head to toe, and enjoyment, I set myself a goal of clearing a little space to get a better and enjoyment, I set myself a goal of clearing a little space to get a better view of one of the farm ponds. That revealed something else … to my view of one of the farm ponds. That revealed something else … to my surprise.surprise.

At a casual dinner, I sat next to a landscaper, and we got to talking about our At a casual dinner, I sat next to a landscaper, and we got to talking about our farm and my skills with clipper, saw, etc. In particular, she suggested that I do farm and my skills with clipper, saw, etc. In particular, she suggested that I do some clearing around a few of our big boulders. Intrigued, I set about some clearing around a few of our big boulders. Intrigued, I set about clearing, on our main trail, around a couple of said boulders. I was again clearing, on our main trail, around a couple of said boulders. I was again amazed at the result.amazed at the result.

That in turn led to attacking some dense brush and brambles around some That in turn led to attacking some dense brush and brambles around some barely visible rocks that had always intrigued me—which led to “finding,” in barely visible rocks that had always intrigued me—which led to “finding,” in effect, a great place for a more or less “Zen garden,” as we’ve taken to calling effect, a great place for a more or less “Zen garden,” as we’ve taken to calling it.it.

Which led to … more and more. And more.Which led to … more and more. And more.

(Especially a rock wall, a hundred or so yards long, that is a massive wonder—(Especially a rock wall, a hundred or so yards long, that is a massive wonder—next year I’ll move up the hill behind it—I can already begin to imagine what next year I’ll move up the hill behind it—I can already begin to imagine what I’ll discover, though my hunch will be mostly “wrong,” and end up leading me I’ll discover, though my hunch will be mostly “wrong,” and end up leading me somewhere else.)somewhere else.)

The Limits of “Systems Thinking”: The Limits of “Systems Thinking”: Surprise, Transformation & ExcellenceSurprise, Transformation & Excellence Through Spontaneous Discovery (2 of 2)Through Spontaneous Discovery (2 of 2)

To make a long story short:To make a long story short:

I now have a new hobby, and maybe, ye gads, my life’s work for years to I now have a new hobby, and maybe, ye gads, my life’s work for years to come. This winter I’ll do a little, but I also plan to read up on outdoor spaces, come. This winter I’ll do a little, but I also plan to read up on outdoor spaces, Zen gardens, etc; visit some rock gardens—spaces close by or amidst my Zen gardens, etc; visit some rock gardens—spaces close by or amidst my travels; and, indeed, concoct a more or less plan (rough sketches) for next travels; and, indeed, concoct a more or less plan (rough sketches) for next spring’s activities—though I’m sure that what I do will move forward mostly spring’s activities—though I’m sure that what I do will move forward mostly by what I discover as I move forward. (what discovers itself may actually be a by what I discover as I move forward. (what discovers itself may actually be a better way to put it—there’s a “hidden hand” here.) As I’m beginning to see better way to put it—there’s a “hidden hand” here.) As I’m beginning to see it, this is at least a 10-year project—maybe even a multi-generation project.it, this is at least a 10-year project—maybe even a multi-generation project.

I proceeded by trial and error and instinct, and each experiment led I proceeded by trial and error and instinct, and each experiment led to/suggested another experiment (or 2 or 10) and to a greater understanding to/suggested another experiment (or 2 or 10) and to a greater understanding of potential—the “plan,” though there was none, made itself. And it was far, of potential—the “plan,” though there was none, made itself. And it was far, far better (more ambitious, more interesting, more satisfying) than I would far better (more ambitious, more interesting, more satisfying) than I would have imagined. In fact, the result to date bears little or no relationship to have imagined. In fact, the result to date bears little or no relationship to what I was thinking about at the start—a trivial self-designed chore may what I was thinking about at the start—a trivial self-designed chore may become the engine of my next decade; the “brushcutting project” is now become the engine of my next decade; the “brushcutting project” is now leading Susan and I to view our entire property, and what it might represent, leading Susan and I to view our entire property, and what it might represent, in a new light.in a new light.

I was able to do much more than I’d dreamed—overall, and project by project. I was able to do much more than I’d dreamed—overall, and project by project. “Systems thinking”? It would have killed the whole thing.“Systems thinking”? It would have killed the whole thing.

Is “everything connected to every thing else”? Well, sure. But I had no idea Is “everything connected to every thing else”? Well, sure. But I had no idea how how everything was connected to everything else until I began (thank you, everything was connected to everything else until I began (thank you, Michael Schrage) “serious play.” Michael Schrage) “serious play.”

I proceeded by trial and error and instinct, I proceeded by trial and error and instinct, and each experiment led to/suggested and each experiment led to/suggested

another experiment (or 2 or 10) and to a another experiment (or 2 or 10) and to a greater understanding of potential—the greater understanding of potential—the

“plan,” though there was none, made itself. “plan,” though there was none, made itself. And it was far, far better (more ambitious, And it was far, far better (more ambitious, more interesting, more satisfying) than I more interesting, more satisfying) than I

would have imagined. In fact, the result to would have imagined. In fact, the result to date bears little or no relationship to what I date bears little or no relationship to what I

was thinking about at the start—a trivialwas thinking about at the start—a trivial self-designed chore may become the engine self-designed chore may become the engine

of my next decade; the “brushcutting of my next decade; the “brushcutting project” project”

is now leading Susan and I to view our is now leading Susan and I to view our entire property, and what it might become-entire property, and what it might become-

represent, in a new light.represent, in a new light.

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

John Boyd was called by some the most important military John Boyd was called by some the most important military strategist since Sun Tzu. The core idea he presents is keep strategist since Sun Tzu. The core idea he presents is keep moving, keep zigging and zagging—the opponent is kept off moving, keep zigging and zagging—the opponent is kept off balance and in a constantly reactive mode.balance and in a constantly reactive mode.

I do not equate business competition with warfare; e.g., there’s I do not equate business competition with warfare; e.g., there’s plenty of room for me and my competitors and overall industry plenty of room for me and my competitors and overall industry growth is good for all of us. On the other hand, the Boyd growth is good for all of us. On the other hand, the Boyd concept is sound—and in a gyrating world can usefully apply to concept is sound—and in a gyrating world can usefully apply to many if not most settings.many if not most settings.

OODA Loop/Boyd CycleOODA Loop/Boyd Cycle

“Unraveling the competition”/ Quick “Unraveling the competition”/ Quick Transients/ Quick Tempo (NOT JUST Transients/ Quick Tempo (NOT JUST

SPEED!)/ Agility/ “So quick it is SPEED!)/ Agility/ “So quick it is disconcerting” (adversary over-reacts disconcerting” (adversary over-reacts

or under-reacts)/ “Winners used or under-reacts)/ “Winners used tactics that caused the enemy to tactics that caused the enemy to unravel before the fight” (NEVER unravel before the fight” (NEVER

HEAD TO HEAD)HEAD TO HEAD)

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

““Fast Transients”Fast Transients”

“Buttonhook turn”“Buttonhook turn” (YF16: “could flick from one (YF16: “could flick from one maneuver to another faster maneuver to another faster

than any aircraft”)than any aircraft”)

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

““Blitzkrieg is far more than lightning thrustsBlitzkrieg is far more than lightning thrusts that most people think of when they hear the that most people think of when they hear the

term; term; rather it was all about rather it was all about hihiggh h operational temoperational temppoo and the rapid and the rapid

exexpploitation of oloitation of opppportunitortunity.”y.” —Robert Coram, —Robert Coram, BoydBoyd

“Re-arrange the “Re-arrange the mind of the enemy”mind of the enemy” ——

T.E. LawrenceT.E. Lawrence

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

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

F86 vs. MiG/Korea/10:1F86 vs. MiG/Korea/10:1

Bubble canopy (360 degree view)Bubble canopy (360 degree view)

Full hydraulic controls (“The F86 Full hydraulic controls (“The F86 driver could go from one maneuver to driver could go from one maneuver to another faster than the MiG driver”)another faster than the MiG driver”)

MiG: “faster in raw acceleration and MiG: “faster in raw acceleration and turning ability”; F86: “quicker in turning ability”; F86: “quicker in

changing maneuvers”changing maneuvers”BOYD:BOYD: The Fighter Pilot Who Changed the Art of WarThe Fighter Pilot Who Changed the Art of War (Robert Coram) (Robert Coram)

““The stuff has got to The stuff has got to be implicit. If it is be implicit. If it is

explicit, you can’t do explicit, you can’t do it fast enough.”it fast enough.”

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

Kelley+Kelley+

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

David Kelley/IDEODavid Kelley/IDEO

Making mistakes is often considered anathema—especially Making mistakes is often considered anathema—especially when one is in school.when one is in school.

How absurd!How absurd!How sick!How sick!

We advance … We advance … ONLYONLY … THROUGH “ERROR & TRIAL.” … THROUGH “ERROR & TRIAL.”

““Fail.Fail. Forward. Forward.

Fast.”Fast.”High Tech CEO, Pennsylvania

““No matter. No matter. Try again. Fail Try again. Fail

again. Fail again. Fail better.”better.”

—Samuel Beckett—Samuel Beckett

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

inefficiency, fast fast and furious and and furious and

numerous failures.”numerous failures.”—Kevin Kelly—Kevin Kelly

““Natural selection is death. ... Natural selection is death. ...

Without huge amounts of death, organisms do not change over

time. ... Death is the mother ... Death is the mother of structure. ... It took four of structure. ... It took four billion years of death ... to billion years of death ... to invent the human mind ...”invent the human mind ...”

— — The Cobra EventThe Cobra Event

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

earlier triumphs than upon the rubble of earlier debacles.”

——Paul Saffo, tech futurist, Palo AltoPaul Saffo, tech futurist, Palo Alto

““He was He was not afraid not afraid to fail”*to fail”*

*David Glass, former CEO, Walmart, to TP, on …*David Glass, former CEO, Walmart, to TP, on … Sam Walton’s principal success secretSam Walton’s principal success secret

““RewardReward excellent failures.

PunishPunish mediocre successes.”

—Phil Daniels, Sydney exec

““If people tell me If people tell me they skied all day they skied all day

and never fell and never fell down, I tell them down, I tell them to try a different to try a different

mountain.”mountain.” —Michael Bloomberg (—Michael Bloomberg (BWBW/0625.07)/0625.07)

““In business, you In business, you rewardreward people for taking people for taking risksrisks..

When it When it doesn’tdoesn’t workwork outout you you ppromoteromote them them——because because they were willing to try new they were willing to try new

things. If people tell me things. If people tell me they skied all day and never they skied all day and never fell down, I tell them to tryfell down, I tell them to try

a different mountain.” a different mountain.” —Michael Bloomberg (—Michael Bloomberg (BWBW/0625.07)/0625.07)

““No man ever No man ever became great ... became great ... except through except through many and great many and great

mistakes.”mistakes.” —William Gladstone—William Gladstone

(from (from Timeless WisdomTimeless Wisdom, compiled by Gary Fenchuk) , compiled by Gary Fenchuk)

““I have missed more than 9,000 I have missed more than 9,000 shots in my career; I have lost shots in my career; I have lost almost 300 games; 26 times I almost 300 games; 26 times I have been trusted to take the have been trusted to take the

game winning shot—and missed. game winning shot—and missed. I I have failed over and over and have failed over and over and

over aover aggain in my life. And that is ain in my life. And that is whwhyy I succeed I succeed.”.”

——Michael JordanMichael Jordan

… … and that and that is why I is why I succeedsucceed

Read ItRead It!!

Richard Farson & Ralph Keyes:Richard Farson & Ralph Keyes:

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

of Innovation of Innovation

"A man's errors "A man's errors are his portals of are his portals of discovery."discovery." ——James JoyceJames Joyce

""Barn's burnt Barn's burnt down … now I down … now I can see the can see the

moon."moon." —Masahide, Japanese poet—Masahide, Japanese poet

““It is not enough to It is not enough to ‘tolerate’ failure—‘tolerate’ failure—

you must you must

‘celebrate’‘celebrate’ failure.”failure.” —Richard Farson (—Richard Farson (Whoever Makes the Whoever Makes the

Most Mistakes WinsMost Mistakes Wins))

Grant+Grant+

““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—Grant

Source: John Mosier, Grant

U.S. Grant (Ulysses Simpson or “Unconditional Surrender” U.S. Grant (Ulysses Simpson or “Unconditional Surrender” Grant) is arguably America’s most effective general. While Grant) is arguably America’s most effective general. While others dithered, Grant succeeded by, regardless of others dithered, Grant succeeded by, regardless of circumstances, such as an undermanned force, gettin’ on with circumstances, such as an undermanned force, gettin’ on with gettingettin128128128128’ on. He was on the move—and come hell and high ’ on. He was on the move—and come hell and high water he would never move in any direction other than water he would never move in any direction other than forward. The latter sounds like a vacuous nostrum—but to forward. The latter sounds like a vacuous nostrum—but to Grant it was the essence of his character and thence success.)Grant it was the essence of his character and thence success.)

Grantfrom the “seminal” biography by:

Jean Edward Smith

““A generation of American officers had been schooled to believe the A generation of American officers had been schooled to believe the art of generalship required rigid adherence to certain textbook art of generalship required rigid adherence to certain textbook

theorems.”/151 “The nature of Grant’s greatness has been a riddle theorems.”/151 “The nature of Grant’s greatness has been a riddle to many observers. … did not hedge his bets … disregarded explicit to many observers. … did not hedge his bets … disregarded explicit instructions … nothing to fall back on … violating every maxim held instructions … nothing to fall back on … violating every maxim held

dear by the military profession … new dimension: ability to learn dear by the military profession … new dimension: ability to learn from the battlefield … finished near the bottom of his [West Point] from the battlefield … finished near the bottom of his [West Point]

class in tactics … class in tactics … carried the fight to the enemy … maintain the carried the fight to the enemy … maintain the momentum of the attack … military greatness is the ability to momentum of the attack … military greatness is the ability to

recognize and respond to opportunities presentedrecognize and respond to opportunities presented.”/152-3 “Grant .”/152-3 “Grant had an aversion to digging in.”/153 had an aversion to digging in.”/153 “Grant had an intangible “Grant had an intangible

advantage. He knew what he wanted.”/153advantage. He knew what he wanted.”/153 “Grant’s seven-mile dash “Grant’s seven-mile dash changed the course of the war.”/157 “The one who attacks first will changed the course of the war.”/157 “The one who attacks first will be victorious.”/158 be victorious.”/158 “dogged”“dogged”//159 “unconditional surrender”/162 159 “unconditional surrender”/162

“simplicity and determination”/166 “simplicity and determination”/166 “quickness of mind that allowed “quickness of mind that allowed him to make on the spot adjustments … [his] battles were not him to make on the spot adjustments … [his] battles were not

elegant set-piece operations”elegant set-piece operations”//166 166 “[other Union general] preferred “[other Union general] preferred preparation to executionpreparation to execution … became a friend of detail … suffered … became a friend of detail … suffered

from ‘the slows’ …”/170 Message to Halleck from McClellan: “Do not from ‘the slows’ …”/170 Message to Halleck from McClellan: “Do not hesitate to arrest him” [following great victory]/172 … “learned how hesitate to arrest him” [following great victory]/172 … “learned how

to withstand attacks from the rear” [Army politics]/179 to withstand attacks from the rear” [Army politics]/179

““He never credited the enemy with the capacity to take the He never credited the enemy with the capacity to take the offensive.”/185 “tenacity [like Wellington]”/187 “I haven’t despaired offensive.”/185 “tenacity [like Wellington]”/187 “I haven’t despaired of whipping them yet” [at avery low point]/195 “Both sides seemed of whipping them yet” [at avery low point]/195 “Both sides seemed defeated and whoever assumed the offensive was sure to win.”/200 defeated and whoever assumed the offensive was sure to win.”/200 … “inchoate bond [between Grant and soldiers]”/201 … … “inchoate bond [between Grant and soldiers]”/201 … “The genius “The genius of Grant’s command style lay in its simplicity. Grant never burdened of Grant’s command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. … no elaborate staff his division commanders with excessive detail. … no elaborate staff

conferences, no written orders prescribing deployment. … Grant conferences, no written orders prescribing deployment. … Grant recognized the battlefield was in flux. By not specifying movements recognized the battlefield was in flux. By not specifying movements

in detail, he left his subordinate commanders free to exploit in detail, he left his subordinate commanders free to exploit whatever opportunities developed.”whatever opportunities developed.”//202 202 “If anyone other than “If anyone other than

Grant had been in command, the Union army certainly would have Grant had been in command, the Union army certainly would have retreated.”retreated.”//204204 Lincoln (urged to fire Grant): “I can’t spare this Lincoln (urged to fire Grant): “I can’t spare this

man; he fights.”man; he fights.”//205 “Grant turned defeat into Union victory.”/206 205 “Grant turned defeat into Union victory.”/206 “moved on intuition, which he often could not explain or “moved on intuition, which he often could not explain or

justify.”/208 “instinctive recognition that victory lay in justify.”/208 “instinctive recognition that victory lay in relentlesslyrelentlessly hounding a defeated army into surrender.”/213 Nathan Bedford hounding a defeated army into surrender.”/213 Nathan Bedford Forrest, successful Confederate commander: “amenable to no Forrest, successful Confederate commander: “amenable to no

known rules of procedure, was a law unto himself for all military known rules of procedure, was a law unto himself for all military acts, and was constantly doing the unexpected at all timesacts, and was constantly doing the unexpected at all times

and places.”/213and places.”/213

““The genius of Grant’s command The genius of Grant’s command style lay in its simplicity. Grant never style lay in its simplicity. Grant never

burdened his division commanders burdened his division commanders with excessive detail. … no elaborate with excessive detail. … no elaborate staff conferences, no written orders staff conferences, no written orders

prescribing deployment. … prescribing deployment. … Grant Grant recognized the battlefield was in flux. recognized the battlefield was in flux.

By not specifying movements in By not specifying movements in detail, he left his subordinate detail, he left his subordinate

commanders free to exploit whatever commanders free to exploit whatever opportunities developed.” opportunities developed.”

——Jean Edward Smith/GRANTJean Edward Smith/GRANT

““The commanding general would be in the field”/228 Lincoln: The commanding general would be in the field”/228 Lincoln: “What I want, and what the people want, is generals who will fight “What I want, and what the people want, is generals who will fight

battles and win victories. Grant has done this and I propose to stand battles and win victories. Grant has done this and I propose to stand by him.”/231 “retains his hold upon the affections of his men”/232 by him.”/231 “retains his hold upon the affections of his men”/232

“Grant’s moral courage—his willingness to choose a path frrom “Grant’s moral courage—his willingness to choose a path frrom which there could be no return—set him apart from most which there could be no return—set him apart from most

commanders … were [Grant and Lee] were uniquely willing to take commanders … were [Grant and Lee] were uniquely willing to take full responsibility for their actions.”/full responsibility for their actions.”/233 “ … modest … honest … 233 “ … modest … honest …

nothing could perturb … never faltered …”/233 “plan was nothing could perturb … never faltered …”/233 “plan was breathtakingly simple but fraught with peril”/235 “demonstrating breathtakingly simple but fraught with peril”/235 “demonstrating

the flexibility that had become his hallmark”/238 “But like any West the flexibility that had become his hallmark”/238 “But like any West Point trained general, he had difficulty comprehending what Grant Point trained general, he had difficulty comprehending what Grant

was up to …”/240 was up to …”/240 “recognized the value of momentum … throw off “recognized the value of momentum … throw off balance … blitzkreig … traveling light … headquarters in the balance … blitzkreig … traveling light … headquarters in the

saddle”saddle”//243 “acted as quartermaster”/243 [rushed away so that he 243 “acted as quartermaster”/243 [rushed away so that he couldn’t receive Halleck’s order] … couldn’t receive Halleck’s order] … “like Lord Nelson … telescope “like Lord Nelson … telescope

to his blind eye” … “pressing ahead on his own”to his blind eye” … “pressing ahead on his own”//245 “focus on the 245 “focus on the enemy’s weakness rather than his own”/250enemy’s weakness rather than his own”/250

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

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

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

TP:TP: Metabolic Metabolic Management*Management*

*Leader *Leader consciouslconsciously responsible for tempo/y responsible for tempo/momentum/metabolic rate of the organizationmomentum/metabolic rate of the organization

"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, —Grant, courtesy Richard Cauley at tompeters,comcourtesy Richard Cauley at tompeters,com

(original source unknown)(original source unknown)

““The art of war does not The art of war does not require complicated require complicated

maneuvers; the simplest are maneuvers; the simplest are the best, and common sense the best, and common sense is fundamental.is fundamental. From which From which one might wonder how it is one might wonder how it is

generals make blunders; it is generals make blunders; it is because they try to be because they try to be

clever.”clever.” —Napoleon on Simplicity, from —Napoleon on Simplicity, from NapoleonNapoleon on Project Managementon Project Management by Jerry Manas. by Jerry Manas.

Napoleon’ “six winning principles”: Exactitude (sweat the details). Speed. Flexibility. Simplicity. Character. Moral Force.

Simplicity: “The art of war does not require complicated maneuvers; the simplest are the best, and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever.”

Character: “A military leader must possess as much character as intellect. Men who have a great deal of intelligence and little character are the least suited. … It is preferable to have much character and little intellect.”

Source: Jerry Manas, Napoleon on Project Management

““Above all the troops appreciated Grant’s unassuming manner. Most Above all the troops appreciated Grant’s unassuming manner. Most generals went about attended by a retinue of immaculately tailored staff generals went about attended by a retinue of immaculately tailored staff officers. Grant usually rode alone, except for an orderly or two to carry officers. Grant usually rode alone, except for an orderly or two to carry

messages if the need arose. Another soldier said the soldiers looked on messages if the need arose. Another soldier said the soldiers looked on Grant ‘as a friendly partner, not an arbitrary commander.’ Instead of cheering Grant ‘as a friendly partner, not an arbitrary commander.’ Instead of cheering

as he rode by, they would ‘greet him as they would sddress one of their as he rode by, they would ‘greet him as they would sddress one of their neighbors at home. ‘Good morning, General,’ ‘Pleasant day, General’ … neighbors at home. ‘Good morning, General,’ ‘Pleasant day, General’ … There was no nonsense, no sentiment; only a plain businessman of the There was no nonsense, no sentiment; only a plain businessman of the

republic, there for the one single purpose of getting that command over the republic, there for the one single purpose of getting that command over the river in the shortest time possible.’” [Grant: 5-feet 8-inches with a river in the shortest time possible.’” [Grant: 5-feet 8-inches with a

slouch]/232 After the victory at Chattanooga: slouch]/232 After the victory at Chattanooga: “The [Union senior] officers “The [Union senior] officers rode past the Confederates smugly without any sign of recognition except rode past the Confederates smugly without any sign of recognition except

by one. ‘When General Grant reached the line of ragged, filthy, bloody, by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as cortege. He was the only officer in that whole train who recognized us as

being on the face of the earth.’”being on the face of the earth.’”/ / 281 “Grant was unhappy about going into 281 “Grant was unhappy about going into winter quarters. He saw no reason to keep the army idle, and the pause winter quarters. He saw no reason to keep the army idle, and the pause

would give the rebels time to reorganize.”/282would give the rebels time to reorganize.”/282

““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

General Grant reached the line of General Grant 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*quote within a quote from diary of a Confederate soldier

From LEE KENNETT’s From LEE KENNETT’s SHERMANSHERMAN: “Grant tended to be a simple : “Grant tended to be a simple listener when these two strategies [for taking Vicksburg] were listener when these two strategies [for taking Vicksburg] were

being discussed. His own preference may have been impelled as being discussed. His own preference may have been impelled as much by natural inclination as by any arguments he heard. He much by natural inclination as by any arguments he heard. He

wrote afterward: wrote afterward: ‘One of my superstitions had always been when I ‘One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, started to go anywhere or to do anything, not to turn back, or stop,

until the thing intended was accomplisheduntil the thing intended was accomplished.’.’”/ 202”/ 202

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

started to go anywhere or started to go anywhere or to do anything, to do anything, not to turn not to turn

backback, or stop, until the , or stop, until the thing intended was thing intended was accomplished.”accomplished.” —Grant—Grant

““This [adolescent] incident [of getting from point A to point B] is This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless notable not only because it underlines Grant’s fearless

horsemanship and his determination, but also it is the first known horsemanship and his determination, but also it is the first known

example of a very important peculiarity of his character:example of a very important peculiarity of his character:

Grant had an extreme, Grant had an extreme, almost phobic dislike of almost phobic dislike of

turning back and retracing turning back and retracing his stepshis steps.. If he set out for somewhere, he would If he set out for somewhere, he would getget

there somehow, whatever the difficulties that lay in his way. This there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him idiosyncrasy would turn out to be one the factors that made him

such a formidable general. Grant would always, always press on—such a formidable general. Grant would always, always press on—

turning back was not an option for him.”turning back was not an option for him.”

——Michael Korda, Michael Korda, Ulysses GrantUlysses Grant

CWVA to MBWA:CWVA to MBWA: “In these “In these days of telegraph and days of telegraph and steam I cansteam I can ccommand ommand

wwhile traveling and hile traveling and vvisiting isiting aabout.”bout.” —U.S. Grant—U.S. Grant

Managing By Wandering Managing By Wandering Around”Around” —HP circa 1980 —HP circa 1980

Source: Source: Ulysses S. GrantUlysses S. Grant, by Geoffrey Perret, by Geoffrey Perret

TP’s take: Intuition takes precedence (listen attentively but act on intuition) … Move today > perfect plan tomorrow [subsequent Patton line] … Great advantage: When moving, you know what you’re up to and you’re moving [the one sitting still is, thence,

always reactive] [Boyd: quickest O.O.D.A. loops/Observe. Orient.

Decide. Act. Disorient enemy] … Action! ... Keep moving! … Engage! … Offense! [weakness-strength: can’t even imagine enemy

counter-attacking; little conception of defense] … Momentum! …. Keep ‘em off balance … … Adjust … Adapt … … Opportunism! …

Constantly revise in accordance with conditions and opportunities in the field [life = excellence at “Plan B”] … Doggedness …

Relentless!! [trait shaped in early childhhood] … Never retreat … Simplicity! … Wide latitude for division commanders … minimum written orders, conferences, etc … keep his own council … HQ is Grant & his horse … no retinue! … commune with soldiers/exude

quiet confidence/Approachable … decent … Self-accountability! … Evade orders (or ignore) … Share harm & hardship … total victory/

demand “unconditional surrender”—G’s first claim to fame [Nelson: other Admirals avoid loss, friend and foe as in Grant’s case vs

Nelson’s seek victory] … [Life 101: politics between the Generals: E.g., Grant & Halleck]

Re-Re-lentlent-less-less

““It is no use saying It is no use saying ‘We are doing our ‘We are doing our

best.’best.’ You have got to You have got to succeedsucceed

in doin in doingg what is what is

necessarnecessary.”y.” —Winston Churchill

““Success seems to Success seems to be largely a be largely a

mattermatter of of hanhanggining g onon

after others haveafter others have let go.” let go.” —William Feather, author, entrepreneur

““If Richard [Holbrooke] If Richard [Holbrooke] calls and asks you for calls and asks you for

something, just say ‘Yes.’ something, just say ‘Yes.’ If you say ‘No,’ you’ll If you say ‘No,’ you’ll

eventually get to yes, but eventually get to yes, but the journey will be very the journey will be very painful.”painful.” —Henry Kissinger on the late —Henry Kissinger on the late

diplomat-problemsolver Richard Holbrookediplomat-problemsolver Richard Holbrooke

72/1/5/90972/1/5/909

Success/SuffrageSuccess/Suffrage

Elizabeth Cady StantonElizabeth Cady Stanton (1815-1902(1815-1902)),, Lucretia Mott, Martha Wright, Lucretia Mott, Martha Wright,

Mary Ann McClintock, Jane Hunt Mary Ann McClintock, Jane Hunt (Lunch/Seneca Falls, NY/07.13.1848)(Lunch/Seneca Falls, NY/07.13.1848)

++7272 years, years, 11 month, month, 55 days, days, 909909 elections elections

(08.18.1920/Nashville, TN)(08.18.1920/Nashville, TN)

== The 20The 20thth Amendment to the U.S. Amendment to the U.S.

ConstitutionConstitution (which gave women the right to vote)(which gave women the right to vote)

Nelson+Nelson+

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

anxious to win”anxious to win”

U.S. Grant and Horatio Nelson were cut to the same measure U.S. Grant and Horatio Nelson were cut to the same measure from the same bolt of cloth. Immediate forward action was from the same bolt of cloth. Immediate forward action was their virtually religious watchword. Moreover, and among other their virtually religious watchword. Moreover, and among other things, both were known for their love, returned, of their things, both were known for their love, returned, of their soldiers and sailors—and the leeway for action they gave to soldiers and sailors—and the leeway for action they gave to their subordinate commanders. their subordinate commanders.

The Nelson Baker’s DozenThe Nelson Baker’s Dozen

1. Simple-clear scheme (“Plan”) (Not wildly imaginative) (Patton: “A good plan1. Simple-clear scheme (“Plan”) (Not wildly imaginative) (Patton: “A good plan executed with vigor right now tops a ‘perfect’ plan executed next week.”)executed with vigor right now tops a ‘perfect’ plan executed next week.”)2. 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRINGSOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING “ “GOAL”/“MISSION”/“PURPOSE”/“QUEST”GOAL”/“MISSION”/“PURPOSE”/“QUEST”3. “Conversation”: Engagement of All Leaders3. “Conversation”: Engagement of All Leaders4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability swift/Micromanagement absentswift/Micromanagement absent5. 5. LED BY “LOVE” LED BY “LOVE” (Lambert),(Lambert), NOT “AUTHORITY” NOT “AUTHORITY” (Identify with sailors!)(Identify with sailors!)6. Instinct/Seize the Moment/“Impetuosity” (Boyd’s “OODA Loops”: React more 6. Instinct/Seize the Moment/“Impetuosity” (Boyd’s “OODA Loops”: React more quickly than opponent, destroy his “world view”)quickly than opponent, destroy his “world view”)7. 7. VIGOR! VIGOR! (Zander: leader as “Dispenser of Enthusiasm”)(Zander: leader as “Dispenser of Enthusiasm”)8. Peerless Basic Skills/Mastery of Craft (Seamanship)8. Peerless Basic Skills/Mastery of Craft (Seamanship)9. Workaholic! (“Duty” first, second, and third)9. Workaholic! (“Duty” first, second, and third)10. 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In (In Harm’s Way) (Gandhi: “You must be the change you wish to see in the world”/Harm’s Way) (Gandhi: “You must be the change you wish to see in the world”/ Giuliani: Show up!)Giuliani: Show up!)11. Genius (“Transform the world to conform to their ideas,” “Triumph over rules”)11. Genius (“Transform the world to conform to their ideas,” “Triumph over rules”) (Gandhi, Lee-Singapore) , not Greatness (“Make the most of their world”) (Gandhi, Lee-Singapore) , not Greatness (“Make the most of their world”) 12. Luck! (Right time, right place; survivor) (“Lucky Eagle” vs “Bold Eagle”)12. Luck! (Right time, right place; survivor) (“Lucky Eagle” vs “Bold Eagle”)13. Others principal shortcoming:13. Others principal shortcoming: “ADMIRALS MORE FRIGHTENED OF LOSING “ADMIRALS MORE FRIGHTENED OF LOSING THAN ANXIOUS TO WIN” THAN ANXIOUS TO WIN”

Source: Andrew Lambert, Source: Andrew Lambert, Nelson: Britannia’s God of WarNelson: Britannia’s God of War

Nelson’s Way: A Baker’s Dozen/ShortNelson’s Way: A Baker’s Dozen/Short

1. Simple scheme.1. Simple scheme.2. 2. Noble purpose!Noble purpose!3. Engage others.3. Engage others.4. 4. Find great talent, let it soar!Find great talent, let it soar!5. 5. Lead by Love!Lead by Love!6. 6. Trust your gut, not the focus group: Seize the Moment!Trust your gut, not the focus group: Seize the Moment!7. 7. Vigor!Vigor! 8. Master your craft.8. Master your craft.9. Work harder than the next person.9. Work harder than the next person.10. 10. Show the way, walk the talk, exude confidence! Start a PassionShow the way, walk the talk, exude confidence! Start a Passion Epidemic!Epidemic!11. 11. Change the rules: Create your own game!Change the rules: Create your own game!12. 12. Shake of the pain, get back up off the ground, the timing may Shake of the pain, get back up off the ground, the timing may well bewell be right tomorrow! right tomorrow! (E.g., Get lucky!)(E.g., Get lucky!)13. 13. By hook or by crook, quash your fear of failure, savor your By hook or by crook, quash your fear of failure, savor your quirkinessquirkiness and participate fully in the fray!and participate fully in the fray!

Source: Andrew Lambert,Source: Andrew Lambert, Nelson: Britannia’s God of War Nelson: Britannia’s God of War

Insubordinate (when it comes to Insubordinate (when it comes to delays)/Ndelays)/N

Action-oriented/Offense/Action-oriented/Offense/Total victory/NTotal victory/N

RelentlessRelentless

Troop Commander par Excellence/NTroop Commander par Excellence/N

Leeway to Commanders/NLeeway to Commanders/N

““He above all encouraged He above all encouraged (and prepared) his (and prepared) his

subordinates to subordinates to seize the seize the initiative whenever necessaryinitiative whenever necessary, , particularly in the fog of war particularly in the fog of war —and the men who served —and the men who served under him knew what he under him knew what he

expected.”expected.” —Jay Tolson, on —Jay Tolson, on

““The Nelson Touch,”The Nelson Touch,” The Battle That Changed The WorldThe Battle That Changed The World

FisherismsFisherisms

Do right and damn the odds.Do right and damn the odds.Stagnation is the curse of life.Stagnation is the curse of life.

The best is the cheapest.The best is the cheapest.Emotion can sway the world.Emotion can sway the world.

Mad things come off.Mad things come off.Haste in all things.Haste in all things.

Any fool can obey orders.Any fool can obey orders.History is a record of exploded ideas. History is a record of exploded ideas.

Life is phrases.Life is phrases.Source: Jan Morris, Source: Jan Morris, Fisher’s Face, Or, Getting to Know the AdmiralFisher’s Face, Or, Getting to Know the Admiral

““We must have no tinkering! We must have no tinkering! No pandering to sentiment! No pandering to sentiment!

No regard for No regard for susceptibilities! We must be susceptibilities! We must be

ruthless, relentless, and ruthless, relentless, and remorseless.”remorseless.” —Jan Morris, —Jan Morris, Fisher’s Face, Or, Fisher’s Face, Or,

Getting to Know the AdmiralGetting to Know the Admiral

Q.E.D.:Q.E.D.: “You “You miss miss

100100%%

of the shots of the shots you never you never

take.”take.” —Wayne—Wayne GretzkyGretzky