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Sales and Marketing Job Opportunities in Mercer Co Nj

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									Tom Peters‘ Seminar2002
 We Are In A
Brawl With No
   Rules!
    Glasgow/23.04.2002
    All Slides Available at …



tompeters.com
Note: Lavender text in this file is a link
CONTEXT
Confusion
 Reigns.
   ―There will be more
 confusion in the
business world in the next
decade than in any decade in
history. And the current pace of
 change will only accelerate.‖
            Steve Case
   The
Destruction
Imperative.
    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
      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
  Axiom (Hypothesis): We have
been screwed by Benchmarking
 … Best Practice … C.I./Kaizen.
  Axiom (Hypothesis): We need
  Masters of Discontinuity/
  Masters of Ambiguity … in
  discontinuous/ambiguous
            times.
  20 of 26
7 of top 10*
*P&G: Declining domestic sales
 in 20 of 26 categories; 7 of top 10

       (The ―billion-
categories.

  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
A White Collar
 Revolution.
                E.g. …

Jeff Immelt: 75% of ―admin, back
 room, finance‖ ―digitalized‖ in




                    years.

         Source: BW (01.28.02)
     IBM‘s Project

   eLiza!*
* ―Self-bootstrapping‖/ ―Artilects‖
―Unless mankind redesigns
 itself by changing our DNA
through altering our genetic
      makeup, computer-
  generated robots will take
    over the world.‖ – Stephen
Hawking, in the German magazine Focus
IS/IT/Web …
―On the Bus‖ or
 ―Off the Bus.‖
square feet
The Real ―News‖: X1,000,000


TowTruckNet.com
                WebWorld = Everything
     Web as a way to run your business‘s innards
Web as connector for your entire supply-demand chain
Web as ―spider‘s web‖ which re-conceives the industry
         Web/B2B as ultimate wake-up call to
                ―commodity producers‖
   Web as the scourge of slack, inefficiency, sloth,
           bureaucracy, poor customer data
        Web as an Encompassing Way of Life
        Web = Everything (P.D. to after-sales)
     Web forces you to focus on what you do best
Web as entrée, at any size, to World‘s Best at Everything
                 as next door neighbor
Message: eCommerce   is not a
  technology play! It is a
 relationship, partnership,
     organizational and
communications play, made
      possible by new
        technologies.
 Message: There   is no such
thing as an effective B2B or
    Internet-supply chain
   strategy in a low-trust,
        bottlenecked-
 communication, six-layer
        organization.
―Ebusiness is about rebuilding
  the organization from the
ground up. Most companies today
  are not built to exploit the Internet.
   Their business processes, their
   approvals, their hierarchies, the
number of people they employ … all of
     that is wrong for running an
              ebusiness.‖
         Ray Lane, Kleiner Perkins
Read It Closely: ―We     don‘t sell

           We
insurance anymore.

 sell speed.‖
       Peter Lewis, Progressive
―Suppose – just suppose – that the Web is a new world
  we‘re just beginning to inhabit. We‘re like the earlier
  European settlers in the United States, living on the
edge of the forest. We don‘t know what‘s there and we
 don‘t know exactly what we need to do to find out: Do
we pack mountain climbing gear, desert wear, canoes,
 or all three? Of course while the settlers may not have
    known what the geography of the New World was
     going to be, they at least knew that there was a
     geography. The Web, on the other hand, has no
   geography, no landscape. It has no distance. It has
  nothing natural in it. It has few rules of behavior and
 fewer lines of authority. Common sense doesn‘t hold
    here, and uncommon sense hasn‘t yet emerged.‖
          David Weinberger, Small Pieces Loosely Joined
RESPONSE
  The ―PSF
  Solution‖:
 The Professional
Service Firm Model.
So what will be the
  Basic Building
   Block of the
    New Org?
 Every job done
in W.C.W. is also
 done “outside”
  …for profit!
          Answer: PSF!
   [Professional Service Firm]

    Department Head
             to …

Managing Partner,
  HR [IS, etc.] Inc.
TP to NAPM:   You are the …

   Rock Stars
     of the
    B2B Age!
eHR*/PCC**
      *All HR on the Web
**Productivity Consulting Center

Source: E-HR: A Walk through a 21st Century HR
      Department, John Sullivan, IHRIM
Model PSF …
(1) Translate ALL departmental
     activities into discrete
     W.W.P.F. ―Products.‖
(2) 100% go on the Web.
(3) Non-awesome are
    outsourced (75%??).
(4) Remaining ―Centers of
    Excellence‖ are retained &
    leveraged to the hilt!
 ―Typically in a mortgage company
or financial services company, ‗risk
management‘ is an overhead, not a
  revenue center. We‘ve become
   more than that. We pay for
ourselves, and we actually make
 money for the company.‖—Frank
Eichorn, Director of Credit Risk Data Management Group, Wells
               Fargo Home Mortgage (sas.com)
The Heart of the Value
 Added Revolution:
 PSFs Unbound/
 The ―Solutions
  Imperative.‖
Base Case: The
Sameness Trap I
―While everything may
          is also
be better, it
   increasingly
    the same.‖
 Paul Goldberger on retail, ―The Sameness of Things,‖
                 The New York Times
―We make over three new
product announcements a
 day. Can you remember
them? Ourcustomers
       can‘t!‖
       Carly Fiorina
―The ‗surplus society‘ has a surplus of
   similar companies, employing
    similar people, with similar
 educational backgrounds, working in
similar jobs, coming up with similar
ideas, producing similar things, with
 similar prices and similar quality.‖
  Kjell Nordstrom and Jonas Ridderstrale, Funky Business
The   Day!
  09.11.2000: HP bids
$18,000,000,000
           for
PricewaterhouseCoopers
  consulting business!
―These days, building
 the best server isn‘t
  enough. That‘s the
    price of entry.‖
   Ann Livermore, Hewlett-Packard
―We want to be the
    air traffic
  controllers of
   electrons.‖
 Bob Nardelli, GE Power Systems
   ―Customer Satisfaction‖ to
     ―Customer Success‖
   ―We‘re getting better at [Six
 Sigma] every day. But we really
need to think about the customer‘s
   profitability. Are customers‘
bottom lines really benefiting from
     what we provide them?‖
     Bob Nardelli, GE Power Systems
Keep In Mind:   Customer
Satisfaction
versus Customer
   Success
           Systems
 Gerstner‘s IBM:

   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).
 ―UPS wants to take over the
sweet spot in the endless loop
  of goods, information and
 capital that all the packages
     [it moves] represent.‖
 ecompany.com/06.01 (E.g., UPS Logistics
manages the logistics of 4.5M Ford vehicles,
  from 21 mfg. sites to 6,000 NA dealers)
Zounds!
―These days, building
 the best server isn‘t
 enough. That‘s the
 price of entry.‖
  Ann Livermore, Hewlett-Packard
―We want to be the
    air traffic
  controllers of
   electrons.‖
 Bob Nardelli, GE Power Systems
  Gerstner‘s IBM: Systems
  Integrator of choice.
(BW/12.01). Global Services:

   $35B. Pledge/‘99: Business
Partner Charter. 72 strategic partners,
  aim for 200. Drop many in-house
         programs/products.
―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
  ―Typically in a mortgage company or
    financial services company, ‗risk
management‘ is an overhead, not a revenue
 center. We‘ve become more than that.
We pay for ourselves, and
we actually make money
for the company.‖—Frank Eichorn,
 Director of Credit Risk Data Management Group, Wells Fargo
              Home Mortgage (Source: sas.com)
  ―Our mission is to go from being the
 world‘s premier timeshare—which is a
large idea in a small industry—to being
 what we call the market makers for
global travel and leisure. We need
 to enable developers to be involved in
    more travel and leisure products,
  rather than just the timeshare side.‖—
      Ken May, RCI (Source: Developments)
―VISIONS OF A BRAND-NAME
OFFICE EMPIRE. Sam Zell is not a man
  plagued by self doubt. Mr. Zell controls public
 companies that own nearly 700 office buildings
in the United States. … Now Mr. Zell says he will
    transform the real estate market by turning
   those REITs into national brands. … Mr. Zell
 believes [clients] will start to view those offices
  as something more than a commodity chosen
  chiefly by price and location.‖ –New York Times
                    (12.16.2001)
 ―UPS wants to take over the
sweet spot in the endless loop
  of goods, information and
 capital that all the packages
     [it moves] represent.‖
 ecompany.com/06.01 (E.g., UPS Logistics
manages the logistics of 4.5M Ford vehicles,
  from 21 mfg. sites to 6,000 NA dealers)
Omnicom:   57%              (of

 $6B) from marketing services
           (1) 108X5 to
 Core Logic:
 8X1/ eLiza/ 100sf. (2)
Dept. to PSF/ WWPF. (3)
V.A. via PSFs Unbound/
―Solutions‖/ ―Customer
        Success.‖
            Model2002/3/4/5/??


         Dell* + IBM** =
             Magic
                *Cut (ALL) the bullshit
**Add (LOTSA) ―soft‖/―integrative‖/―experiences‖ value
    The …


Solutions25.
1. It‘s the (OUR!) organization, stupid!
2. Friction free!
3. No STOVEPIPES!
4. ―Stovepiping‖ is a F.O.—Firing Offense.
5. ALL on the web! (ALL = ALL.)
6. Open access!
6. Project Managers rule! (E.g.: Control the purse
    strings and evals.)
7. VALUE-ADDED RULES! (Services Rule.)
    (Experiences Rule.) (Brand Rules.)
8. SOLUTIONS RULE! (We sell SOLUTIONS.
    Period. We sell PRODUCTIVITY &
    PROFITABILITY. Period.)
9. Solutions = ―Our ‗culture.‘ ‖
10. Partner with B.I.C. (Best-In-Class). Period.
11. All functions contribute equally—IS, HR, Finance,
    Purchasing, Engineering, Logistics, Sales, Etc.
12. Project Management can come from any function.
13. WE ARE ALL IN SALES. PERIOD.
14. We all invest in ―wiring‖ the customer
    organization.
15. WE ALL ―LIVE THE BRAND.‖ (Brand = Solutions.
    That MAKE MONEY FOR OUR CUSTOMER-
     PARTNER.)
16. We use the word ―PARTNER‖ until we all want to
    barf!
17. We NEVER BLAME other parts of our organization
    for screw-ups.
18. WE AIM TO REINVENT THIS INDUSTRY!
19. We hate the word-idea ―COMMODITY.‖
20. We believe in ―High tech, High touch.‖
21. We are DREAMERS.
22. We deliver . (PROFITS.) (CUSTOMER SUCCESS.)
23. If we play the ―SOLUTIONS GAME‖ brilliantly, no
    one can touch us!
24. Our TEAM needs 100% I.C.s (Imaginative
    Contributors). This is the ULTIMATE ―All Hands‖
    affair!
25. This is a hoot!
Q: Is that all there is?
A: Quite possibly.
―Roche‘s New Scientific Method‖—Fast
Company. And? X-Functional

Teams (NO STOVEPIPES!).
―Fail fast.‖ ―The only way to
embrace a technological revolution,
Roche has discovered, is to unleash
an organizational revolution.‖
    Innovation & Speed Basics*
1. XFTs are the ―culture.‖
2. Project-centric.
3. Open ―talent market.‖
4. ―Cause-based‖ projects.
5. Ubiquitous ―open systems.‖
   IS—at home & throughout
   supply chain. Web based.
6. F-L-A-T.
*Innovation, Speed, CRM, ―Experience‖/ ―Solution‖ demand this
Innovation & Speed‘s ―New Basics‖*
1. XFTs are the ―culture.‖
2. Project-centric.
3. Open ―talent market.‖
4. ―Cause-based‖ projects.
5. Ubiquitous ―open systems.‖
   IS—at home & throughout
   supply chain. Web based.
6. F-L-A-T.
*Innovation, Speed, CRM, ―Experience‖/ ―Solution‖ demand this
              ―Supply Chain‖ 2000:
  ―When Joe Employee at Company X launches his
  browser, he‘s taken to Company X‘s personalized
 home page. He can interact with the entire scope of
 Company X‘s world – customers, other employees,
 distributors, suppliers, manufacturers, consultants.
  The browser – that is, the portal – resembles a My
Yahoo for Company X and hooks into every network
associated with Company X. The real trick is that Joe
 Employee, business partners and customers don‘t
 have to be in the office. They can log on from a cell
  phone, Palm Pilot, pager or home office system.‖
                Red Herring (09.2000)
             The Real “New Economy”
  “Imagine a chess game in which, after every half
dozen moves, the arrangement of the pieces on the
   board stays the same but the capabilities of the
  pieces randomly change. Knights now move like
bishops, bishops like rooks … Technology does that.
   It rubs out boundaries that separate industries.
Suddenly new competitors with new capabilities will
 come at you from new directions. Lowly truckers in
   brown vans become geeky logistics experts. …”
              Business 2.0 (8.2001)
Tomorrow‘s Organizations
    …Itinerant
    Potential
    Machines.
  TALENT POOL TO DIE FOR. Youthful.
 Insanely energetic. Value creativity. Risk
  taking is routine. Failing is normal … if
  you‘re stretching. Want to ―make their
 bones‖ in ―the revolution.‖Love the new
technologies. Well rewarded. Don‘t plan to
       be around 10 years from now.
 TALENT POOL PLUS. Seek out and work
  with ―world‘s best‖ as needed (it‘s often
needed). ―We aim to change the world, and
 we need gifted colleagues—who well may
          not be on our payroll.‖
BRASSY-BUT-GROUNDED-LEADERSHIP. Say ―I
 don‘t know‖—and then unleash the TALENT.
      Have a vision to be DRAMATICALLY
  DIFFERENT—but don‘t expect the co. to be
  around forever. Will scrap pet projects, and
  change course 180 degrees—and take a big
 write-off in the process. NO REGRETS FROM
  SCREW-UPS WHOSE TIME HAS NOT-YET-
   COME. GREAT REGRETS AT TIME & $$$
   WASTED ON ―ME TOO‖ PRODUCTS AND
                   PROJECTS.
BRASSY-BUT-GROUNDED-LEADERSHIP. (Cont.)
   ―Visionary‖ leaders matched by leaders with
 shrewd business sense: ―HOW DO WE TURN A
      PROFIT ON THIS GORGEOUS IDEA?‖
   Appreciate ―market creation‖ as much as or
     more than ―market share growth.‖ ARE
  INSANELY AWARE THAT MARKET LEADERS
   ARE ALWAYS IN PRECARIOUS POSITIONS,
     AND THAT MARKET SHARE WILL NOT
 PROTECT US, IN TODAY‘S VOLATILE WORLD,
   FROM THE NEXT KILLER IDEA AND KILLER
    ENTREPRENEUR. (Gates. Ellison. Venter.
           McNealy. Walton. Case. Etc.)
  ALLIANCE MANIACS. Don‘t assume that
  ―the best resides within.‖ WORK WITH A
SHIFTING ARRAY OF STATE-OF-THE-ART
    PARTNERS FROM ONE END OF THE
     ―SUPPLY CHAIN‖ TO THE OTHER.
 Including vendors and consultants and …
especially … PIONEERING CUSTOMERS …
      who will ―pull us into the future.‖
TECHNOLOGY-NETWORK FANATICS. Run the
 whole-damn-company, and relations with all
outsiders, on the Internet … at Internet speed.
Reluctant to work with those who don‘t share
             this (radical) vision.
POTENTIAL MACHINES-ORGANISMS. Don‘t
 know what‘s coming next. But are ready to
jump at opportunities, especially those that
 challenge-overturn our own ―way of doing
                 things.‖
 In a world of ―no rules‖ …

 passion-based
 talent, ideas &
speed are the only rules.
   Source: Equinox Manifesto (12.01)
PSF Unbound+: It‘s the
 EXPERIENCE.
―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
     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 [Starbucks] Fix‖ Is on …
  ―We have identified a ‗third
place.‘ And I really believe that
sets us apart. The third place is
 that place that‘s not work or
   home. It‘s the place our
customers come for refuge.‖
    Nancy Orsolini, District Manager
―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
        From ―Service‘ to ―Cause‖


  7X. 730A-
 800P. F12A.*
*Plus: WOW Department‘‖ ―Kill a Stupid Rule‖ contests,
 etc. 2001R: 34%; P: 29%; ‘90-‘00: 2,048%. Commerce
          Bank/NJ ($10B). Source: FC05.02.
       “I see us as being in
Bob Lutz:
   the art business. Art,
entertainment and mobile
     sculpture, which,
   coincidentally, also
    happens to provide
     transportation.”
            Source: NYT 10.19.01
The ―Experience Ladder‖


  Experiences
    Services
     Goods
  Raw Materials
Ladder Position   Measure

Solutions Success
(Experiences)


Services          Satisfaction

Goods             Six-sigma
 The ―Soul‖ of
―Experiences‖:
  Design
Mindfulness.
Design‘s place in
  the universe.
     And Tomorrow …
―Fifteen years ago companies
 competed on price. Now it‘s

      Tomorrow
quality.

  it‘s design.‖
           Robert Hayes
          All Equal Except …
―At Sony we assume that all products of
our competitors have basically the same
  technology, price, performance and
                 is the only
  features. Design
thing that differentiates one
product from another in the
       marketplace.‖
              Norio Ohga
―Design is treated
like a religion at
     BMW.‖
      Fortune
 ―The new Beetle fails at
most categories. The only
 thing it doesn‘t fail in is
drop-dead charm.‖
 Jerry Hirshberg, Nissan Design International
          Object of Desire!
 ―Every now and then, a design comes
along that radically changes the way we
 think about a particular object. Case in
point: the iMac. Suddenly, a computer
is no longer an anonymous box. It is a
sculpture, an object of desire,
 something that you look at.‖
        Katherine McCoy & Michael McCoy,
          Illinois Institute of Technology
   ―The good 10 percent of
product design comes out of big-
idea companies that don‘t believe
in talking to the customer. They're
 run by passionate maniacs who
 make everybody‘s life miserable
  until they get what they want.‖
    Bran Ferren, Applied Minds/Wired 1-2001
  ―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

          Design is
  meaning of design.

the fundamental soul
        of a man-made creation.‖
             Steve Jobs
Bottom Line.
Design ―is‖ … WHAT &
WHY I LOVE.   LOVE.
 All Time   No.1 (TP)


Ziplocs
Design ―is‖ … WHY I
GET MAD.   MAD.
Design is never   neutral.
     DESIGN is the
Hypothesis:


principal difference
 between love and
       hate!
 THE BASE CASE: I am a design fanatic. Though not
   ―artistic,‖ I love ―cool stuff.‖ But it goes [much]
further, far beyond the personal. Design has become
a professional obsession. I SIMPLY BELIEVE THAT
 DESIGN PER SE IS THE PRINCIPAL REASON
     FOR EMOTIONAL ATTACHMENT [or
 detachment] RELATIVE TO A PRODUCT OR
SERVICE OR EXPERIENCE. Design, as I see it, is
arguably the #1 DETERMINANT of whether
a product-service-experience stands out … or doesn‘t.
    Furthermore, it‘s another ―one of those things‖
 that damn few companies put – consistently – on the
                      front burner.
  Message (?????): Men
cannot design for women‘s
         needs.
It all adds up to …
THE BRAND.
The Heart of
Branding …
―WHO ARE
  WE?‖
  ―Most companies tend to equate branding with the
    company‘s marketing. Design a new marketing
    campaign and, voilà, you‘re on course. They are
wrong. The task is much bigger. It is about fulfilling our
   potential … not about a new logo, no matter how
 clever. WHAT IS MY MISSION IN LIFE? WHAT
DO I WANT TO CONVEY TO PEOPLE? HOW DO
 I MAKE SURE THAT WHAT I HAVE TO OFFER
THE WORLD IS ACTUALLY UNIQUE? The brand
has to give of itself, the company has to give of
 itself, the management has to give of itself. To
put it bluntly, it is a matter of whether – or not –
       you want to be … UNIQUE … NOW.‖
              Jesper Kunde, A Unique Moment
―WHAT‘S
  OUR
STORY?‖
―We are in the twilight of a society based on data. As
 information and intelligence become the domain of
computers, society will place more value on the one
  human ability that cannot be automated: emotion.
Imagination, myth, ritual - the language of emotion -
will affect everything from our purchasing decisions
                    Companies will
to how we work with others.
thrive on the basis of their stories
and myths. Companies will need to understand
     that their products are less important than
                    their stories.‖
   Rolf Jensen, Copenhagen Institute for Future Studies
 ―Apple opposes, IBM
 solves, Nike exhorts,
Virgin enlightens, Sony
   dreams, Benetton
protests. … Brands are
 not nouns but verbs.‖
   Source: Jean-Marie Dru, Disruption
    DO THE
HOUSEKEEPERS
& CLERKS ―BUY
 IT‖?
    [ARE YOU V-E-R-Y SURE?]
  ―EXACTLY
 HOW ARE WE
DRAMATICALLY
 DIFFERENT?‖
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!)


      3 RD   Law: DRAMATIC
 DIFFERENCE (Execs Don‘t Get It:
               See the next slide.)

 Source: Jump Start Your Business Brain, Doug Hall
             2 Questions:
    “How likely are you to
purchase this new product or
 service?” (95% to 100% weighting by execs)
   “How unique is this new
  product or service?” (0% to 5%*)
 *No exceptions in 20 years – Doug Hall,
    Jump Start Your Business Brain
―EXACTLY HOW DO I
  PASSIONATELY
   CONVEY THAT
    DRAMATIC
DIFFERENCE TO THE
     CLIENT ?‖
―Brand Promise‖ Exercise: (1) Who
Are WE? (poem/novella/song, then 25 words.)
(2) List three ways in which we are
 UNIQUE … to our Clients. (3) Who
  are THEY (competitors)? (ID, 25 words.)
    (4) List 3 distinct ―us‖/―them‖
  differences. (5) Try ―results‖ on
 your teammates. (6) Try ‘em on a
   friendly Client. (7) Try ‘em on a
           skeptical Client!
THE INDIVIDUAL
 Re-inventing the
Individual: BRAND
     YOU.(Or Else.)
 ―If there is nothing
 very special about
your work, no matter how
 hard you apply yourself, you
  won‘t get noticed, and that
increasingly means you won‘t
    get paid much either.‖
       Michael Goldhaber, Wired
Minimum New Work SurvivalSkillsKit2002
                Mastery
 Rolodex Obsession (vert. to horiz. ―loyalty‖)
        Entrepreneurial Instinct
  CEO/Leader/Businessperson/Closer
           Mistress of Improv
            Sense of Humor
    Intense Appetite for Technology
      Groveling Before the Young
        Embracing ―Marketing‖
          Passion for Renewal
 ―My ancestors were printers in
Amsterdam from 1510 or so until
  1750, andduring that
 entire time they didn‘t
 have to learn anything
          new.‖
  Peter Drucker, Business 2.0 (08.22.00)
―Knowledge becomes obsolete
    incredibly fast. The
  continuing professional
 education of adults is the
No. 1 industry in the next 30
   years … mostly on line.‖
          Peter Drucker,
    Business 2.0 (22August2000)
Invent. Reinvent. Repeat.



       Source: HP banner ad
THE WORK
Redefining the Work Itself I:


The      WOW
  Project.
―Reward excellent
 failures. Punish
     mediocre
   successes.‖
   Phil Daniels, Sydney exec
“Let’s make a
 dent in the
  universe.”
     Steve Jobs
Language
 matters!
Re-defining the Work
   Itself II: WOW
 Projects for the
    ―Powerless.‖
World‘s Biggest Waste …

 Selling ―Up‖
THE IDEA:   Model F4

   Find a Fellow
   Freak Faraway
  F2F!/K2K!/
 1@T/R.F!A.*
*Freak to Freak/ Kook to Kook/ One at a Time/ Ready.Fire!Aim.
   BOTTOM LINE



The Enemy!
    Joe J. Jones
     1942 – 2002
HE WOULDA DONE SOME
  REALLY COOL STUFF
       BUT …
HIS BOSS WOULDN’T   LET
        HIM!
 The greatest danger
     for most of us
is not that our aim is
        too high
    and we miss it,
      but that it is
         too low
   and we reach it.
      Michelangelo
Characteristics of the ―Also rans‖*

      ―Minimize risk‖
   ―Respect the chain of
        command‖
    ―Support the boss‖
      ―Make budget‖
*Fortune, article on ―Most Admired Global Corporations‖
WHO WILL GO TO
STOCKHOLM? (Damn it.)
  The
Sales   25.
         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!
 Re-defining the
  Work Itself III:
 Starting a Wow
Projects Epidemic.
      ―Ordering‖
Premise:

Systemic Change
is a Stupid Waste
     of Time!
Demos!
Heroes!
Stories!
               Demo = Story
―A key – perhaps the key –
    to leadership is the
effective communication
       of a story.‖
Howard Gardner, Leading Minds: An Anatomy of Leadership
   BOSS TALK: What‘s the
  biggest surprise you‘ve had this
week? What‘s the most interesting
 thing you‘ve found out this week?
Who‘s the most interesting person
    you‘ve met this week? How
    ―Wow‖ is it? Who have you
        recruited this week?
THE TALENT
Brand =
Talent.
   ―The leaders of Great
Groups love talent and know
where to find it. They revel in
   the talent of others.‖
Warren Bennis & Patricia Ward Biederman,
          Organizing Genius
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
  ―We believe companies can increase their
   market cap 50 percent in 3 years. Steve
                     changed 20 of
Macadam at Georgia-Pacific
 his 40 box plant managers to put
    more talented, higher paid
  managers in charge. He increased
  profitability from $25 million to $80 million
                   in 2 years.‖
         Ed Michaels, War for Talent
            people are
Message: Some
  better than other
people. Some people
  are a helluva lot
  better than other
       people.
―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
―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
―Investors are looking more and more
 for a relationship with their financial
 advisers. They  want someone
they can trust, someone who
listens. In my experience, in general,
    women may be better at these
 relationship-building skills than are
                men.‖
  Hardwick Simmons, CEO, Prudential Securities
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
       enough
―Are there
weird people in
 the lab these days?‖
 V. Chmn., pharmaceutical house, to a lab director (06.01)
    MantraM3


Talent = Brand
  What‘s your company‘s …




Employee Value Proposition, per Ed
   Michaels et al., The War for Talent
  EVP = Challenge,
professional growth,
respect, satisfaction,
 opportunity, reward
Source: Ed Michaels et al., The War for Talent
 TRENDS
 WORTH
TRILLIONS
        Women
Trends I:


       Roar.
Women & the
Marketspace.
               ?????????
    Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B
                travel equipment)
          Houses … 91%
   Consumer Electronics … 51%
         Cars … 60% (90%)
  All consumer purchases … 83%
        Bank Account … 89%
         Health Care … 80%
OPPORTUNITY

  NO.   1!
Carol Gilligan/ In a Different Voice

  Men: Get away from authority, family
           Women: Connect

         Men: Self-oriented
        Women: Other-oriented

           Men: Rights
       Women: 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: Barbara & Allan Pease‘s

 Why Men Don‘t
Listen & Women
Can‘t Read Maps
    ―It is obvious to a woman when
 another woman is upset, while a man
  generally has to physically witness
    tears or a temper tantrum or be
slapped in the face before he even has
 a clue that anything is going on. Like
  most female mammals, women are
  equipped with far more finely tuned
        sensory skills than men.‖
Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
   ―Resting‖ State: 30%, 90%: ―A
    woman knows her children‘s
friends, hopes, dreams, romances,
     secret fears, what they are
thinking, how they are feeling. Men
 are vaguely aware of some short
  people also living in the house.‖
Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
  ―As a hunter, a man needed vision that
would allow him to zero in on targets in the
distance … whereas a woman needed eyes
  to allow a wide arc of vision so that she
 could monitor any predators sneaking up
 on the nest. This is why modern men can
find their way effortlessly to a distant pub,
    but can never find things in fridges,
          cupboards or drawers.‖
 Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
      ―Female hearing advantage
  contributes significantly to what is
 called ‗women‘s intuition‘ and is one
of the reasons why a woman can read
between the lines of what people say.
Men, however, shouldn‘t despair.
 They are excellent at imitating
       animal sounds.‖
Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
     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
      They
brands.

join them.‖
    EVEolution
   Not   !
―Year of the
 Woman‖
 Enterprise Reinvention!
          Recruiting
 Hiring/Rewarding/Promoting
           Structure
          Processes
         Measurement
           Strategy
            Culture
            Vision
          Leadership
THE BRAND ITSELF!
 “Honey, are you
sure you have the
 kind of money it
    takes to be
 looking at a car
    like this?”
Psssst! Wanna
see my “porn”
  collection?
     Ad from Furniture /Today (04.01):
    ―MEET WITH THE EXPERTS!: How
Retailing‘s Most Successful Stay that Way‖


   Presenting Experts: M =       16;


 F=   ??                (94% = 272)
Stupid!
―Customer is King‖:          4,440
  ―Customer is Queen‖:              29
   Source: Steve Farber/Google search/04.2002
Trends II: Boomer
Bonanza/Godzilla
     Geezer.
Subject: Marketers & Stupidity


   ―It‘s 18-44,
      stupid!‖
 Subject: Marketers & Stupidity


        ―18-44 is
Or is it:

      stupid,
      stupid!‖
  2000-2010 Stats

18-44: -1%
55+: +21%
 (55-64: +47%)
    Aging/―Elderly‖


 $$$$$$$$$$$$
―I‘m in charge!‖
―NOT ACTING THEIR
AGE: As Baby Boomers
 Zoom into Retirement,
Will America Ever Be the
        Same?‖
      USN&WR Cover/06.01
                      50+
$7T wealth (70%)/$2T annual income
   50% all discretionary spending
79% own homes/40M credit card users
   41% new cars/48% luxury cars
    $610B healthcare spending/
      74% prescription drugs
     5% of advertising targets
      Ken Dychtwald, Age Power: How the 21st
       Century Will Be Ruled by the New Old
  ―Advertisers pay more to reach the kid
because they think that once someone hits
 middle age he‘s too set in his ways to be
susceptible to advertising. … In fact this
 notion of impressionable kids and
  hidebound geezers is little more
than a fairy tale, a Madison Avenue
    gloss on Hollywood‘s cult of
     youth.‖—James Surowiecki (The New
              Yorker/04.01.2002)
Stupid!
― ‗Age Power‘ will
rule the        21
           century,st

and we are woefully
    unprepared.‖
Ken Dychtwald, Age Power: How the 21st
    Century Will Be Ruled by the New Old
No: ―Target Marketing‖
Yes:       ―Target
Innovation‖ & ―Target
Delivery Systems‖
BOTTOM LINE I:
BRAND INSIDE
        The
 THINK WEIRD:

High Standard
  Deviation
 Enterprise.
                Saviors-in-Waiting

 Disgruntled Customers
Off-the-Scope Competitors
     Rogue Employees
      Fringe Suppliers

Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
    Fringe Competitors, Lost Customers, and Rogue Employees
 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
COMPETITORS: ―The      best swordsman
 in the world doesn‘t need to fear
the second best swordsman in the
world; no, the person for him to be afraid of is
 some ignorant antagonist who has never had a
  sword in his hand before; he doesn‘t do the
  thing he ought to do, and so the expert isn‘t
prepared for him; he does the thing he ought not
  to do and often it catches the expert out and
             ends him on the spot.‖
                   Mark Twain
  Employees: ―Are there
  enough weird
people in the lab these
                    days?‖
V. Chmn., pharmaceutical house, to a lab director (06.01)
                   is an ominous
   Suppliers: ―There
  downside to strategic supplier
 relationships. An SSR supplier is not
likely to function as any more than a mirror
 to your organization. Fringe suppliers that
  offer innovative business practices need
                  not apply.‖
 Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
     Fringe Competitors, Lost Customers, and Rogue Employees
WE BECOME
  WHO WE
 HANG OUT
   WITH!
             ―Deviance tells
 Deviants, Inc.
  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)
      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
―Organize‖ for …
immediate performance &
customer satisfaction.


―Disorganize‖ for
… renewal & innovation.
  BOTTOM LINE II:
    LEADING IN
TOTALLY SCREWED-
     UP TIMES
      The


Leadership
The Basic
Premise.
1. Leadership Is a …
    Mutual
  Discovery
   Process.
―I don‘t
know.‖
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!
   The
Leadership
  Types.
  2. Great Leaders on Snorting
   Steeds Are Important – but
    Great Talent
  Developers (Type I
Leadership) are the Bedrock
of Organizations that Perform Over
          the Long Haul.
3. 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)
    4. Find the
 ―Businesspeople‖!
(Type III Leadership)
I.P.M.   (Inspired Profit
   Mechanic)
5. All Organizations
Need the Golden
  Leadership
   Triangle.
The Golden Leadership
 Triangle: (1) Creator-
Visionary … (2) Talent
Fanatic-Mentor-V.C. …
   (3) Inspired Profit
        Mechanic.
6. Leadership Mantra
      ALL
    #1: IT
  DEPENDS!
Renaissance Men
are … a snare, a
myth, a delusion!
  7. The Leader Is
Rarely/Never the
Best Performer.
   The
Leadership
  Dance.
8. Leaders …
SHOW UP!
9. Leaders …
 LOVE the
  MESS!
“If things seem
under control,
you’re just not
     going
 fast enough.”
   Mario Andretti
10. Leaders
 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!)
11. Leaders

Re     -do.
  ―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
12. BUT … Leaders
Know When to

     Wait.
 Tex Schramm:   The
―too hard‖
      box!
 13. Leaders Are …
Optimists.
Hackneyed but none the less
   LEADERS SEE
true:

 CUPS AS ―HALF
     FULL.‖
14. Leaders …
DELIVER!
 ―Leaders don‘t
 ‗want to‘ win.
Leaders ‗need
   to‘ win.‖
       #49
  15. BUT …
  Leaders Are
Realists/Leaders
 Win Through
  LOGISTICS!
 The ―Gus
Imperative‖!
16. Leaders
FOCUS!
―To   Don‘t ‖
       List
 17. Leaders …
  SetCLEAR
DESIGN SPECS.
Danger:   S.I.O.        (Strategic
      Initiative Overload)
JackWorld/   1@T: (1) Neutron
Jack. (Banish bureaucracy.) (2) ―1, 2
 or out‖ Jack. (Lead or leave.) (3)
―Workout‖ Jack. (Empowerment,
 GE style.) (4) 6-Sigma Jack. (5)
  Internet Jack. (Throughout)
         TALENT JACK!
   18. Leaders …
 Send V-E-R-Y
Clear Signals About
   Design Specs!
Ridin‘ with Roger: ―What   have
       you done to
    DRAMATICALLY
 IMPROVE quality in the
     last 90 days?‖
      It‘s
Relationships,
   Stupid.
19. Leaders
  Trust in

TRUST!
Credibility
If It Ain‘t
Broke …
Break It.
20. Leaders …
 FORGET!/
  Leaders …
DESTROY!
21. 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)
22. Leaders …
HONOR THE
USURPERS.
     Saviors-in-Waiting

Disgruntled Customers
 Upstart Competitors
  Rogue Employees
   Fringe Suppliers
  Wayne Burkan, Wide Angle Vision
23. Leaders Make
[Lotsa] Mistakes
 – and MAKE NO
BONES ABOUT IT!
   ―The Silicon Valley of
  today is built less atop
    the spires of earlier
 triumphs than upon the
      rubble of earlier
debacles.‖—Newsweek/ Paul Saffo (03.02)
“Fail faster.
  Succeed
  sooner.”
   David Kelley/IDEO
 24. Leaders Make …
BIG MISTAKES!
    ―Reward
   excellent
 failures. Punish
mediocre successes.‖
 Phil Daniels, Sydney exec (and, de facto, Jack)
Create.
   25. Leaders Know that
  THERE‘S MORE TO LIFE
THAN ―LINE EXTENSIONS.‖
Leaders Love to CREATE NEW
         MARKETS.
 No one ever made it
into the Business Hall
of Fame on a record of
   ―line extensions.‖
26. 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
 27. Leaders Push Their
          W-a-y Up
Organizations
 the Value-added/
Intellectual Capital
       Chain
  09.11.2000: HP bids
$18,000,000,000
           for
PricewaterhouseCoopers
  Consulting business!
 28. Leaders
LOVE the
New Technology!
square feet
29. Needed? Type IV
  Leadership:
  Technology
 Dreamer-True
     Believer
  The Golden Leadership
  Quadrangle: (1) Creator-
   Visionary … (2) Talent
 Fanatic-Mentor-V.C. … (3)
Inspired Profit Mechanic. (4)
 Technology Dreamer-True
          Believer
Talent.
30. When It Comes to
  TALENT …
Leaders Always Swing
   for the Fences!
            people are
Message: Some
  better than other
people. Some people
  are a helluva lot
  better than other
       people.
   31. Leaders
 ―Manage‖ Their
  EVP/Internal
Brand Promise.
    MantraM3


Talent = Brand
32. 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.
33. Leaders …
   Out Their

PASSION!
G.H.:―Create a
‗cause,‘ not a
 ‗business.‘ ‖
34. Leaders Know:
 ENTHUSIASM
   BEGETS
 ENTHUSIASM!
 BZ: “I am a …
 Dispenser of
Enthusiasm!”
 35. 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.
 36.   Leaders Know It‘s

ALL SALES ALL
  THE TIME.
  If you don‘t LOVE
TP:
   SALES … find
another life. (Don‘t pretend
      you‘re a ―leader.‖) (See TP‘s
             The Project50.)
 37. Leaders
  LOVE
―POLITICS.‖
TP:If you don‘t LOVE
  POLITICS … find
another life. (Don‘t pretend
       you‘re a ―leader.‖)
38.   But … Leaders Also

Break a Lot of
    China
   If you‘re not
pissing people off,
you‘re not making
   a difference!
39. 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
                           was
 bishop or a college president. He
seriously interested in who you
were and what you had to say.‖
      Sara Lawrence-Lightfoot, Respect
40. Leaders Say
“Thank
 You.”
―The two most powerful things
              a kind
    in existence:

        word and a
        thoughtful
         gesture.‖
 Ken Langone, CEO, Invemed Associates [from Ronna
     Lichtenberg, It‘s Not Business, It‘s Personal]
  ―Thank you‖



 17 Men: 8
4 Women: 19
41. Leaders
  Are …
 Curious.
         The Three Most
TP/08.2001:
   Important Letters …
42. Leadership
    Is a …
Performance.
“It is necessary for the
  President to be the
         No. 1
  nation’s
      actor.”
          FDR
43.   Leaders …   Are
  The Brand
 The BRAND lives (OR
DIES) in the ―minutiae‖
of the leader‘s moment-
  to-moment actions.
 44. Leaders …
     GREAT
Have a
   STORY!
Leaders don‘t just make products
      and make decisions.

Leaders make
meaning.           – John Seeley Brown
Introspection.
45. Leaders …
Enjoy Leading.
―Warren, I know you
    want to ‗be‘
 president. But do
  you want to ‗do‘
    president?‖
 46. Leaders …
   KNOW
THEMSELVES.
  Individuals (would-be leaders)
     cannot engage in a
liberating mutual discovery
 process unless they are
 comfortable with their
 own skin. (―Leaders‖ who are not
 comfortable with themselves become petty
              control freaks.)
47. But … Leaders
have   MENTORS.
                  Upon
 The Gospel According to TP:

  having the Leadership
Mantle placed upon thine
  head, thou shalt never
  hear the unvarnished
truth again!*                   (*Therefore, thy needs one faithful
         compatriot to lay it on with no jelly.)
48. Leaders …
Take Breaks.
Zombie!
Zombie!
Zombie!
Zombie!
The End
 Game.
49. Leaders
  ???:
   ―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!
Thank You

								
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