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Charles Handy Management Theory

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					EXCELLENCE.
  ALWAYS.
Tom Peters/“KillerCombo”/22April2006
  “Organizations are not
 machines. That has been
the central message of all
my books. They are living communities of
 individuals. To describe them we need to use the
   language of communities and the language of
 individuals. That means a mix of words we use in
politics and in ordinary everyday life. The essential
  task of leadership (a word from political theory,
    unlike the word „manager‟) is to combine the
    aspirations and needs of individuals with the
purposes of the larger community to which they all
                belong.” —Charles Handy
P.P.E.E.R.E.
  People.
  Product.
 Execution.
Enthusiasm.
Relentless.
Excellence.
EXCELLENCE.
  ALWAYS.
    Slides at …


tompeters.com
EXCELLENCE.
   1982.
Excellence1982: The Bedrock “Eight Basics”

1.   A Bias for Action
2.   Close to the Customer
3.   Autonomy and Entrepreneurship
4.   Productivity Through People
5.   Hands On, Value-Driven
6.   Stick to the Knitting
7.   Simple Form, Lean Staff
8.   Simultaneous Loose-Tight
     Properties”
  What is In Search of Excellence all about:

     People. Emotion. Engagement.
      Exuberance. Action-Execution.
      Empowerment. Independence.
  Initiative. Imagination. Great Stories.
Incredible Adventures. Trust. Caring.
 Fun. Joy. Customer-centrism. Profit.
     Growth. ―Brand You.‖ ―Dramatic
   Differences.‖ Experiences that Make
   You ―Gasp.‖ Excellence. Always.
ExIn*: 1982-2002/Forbes.com
DJIA: $10,000 yields $85,500
 EI: $10,000 yields $140,050


  *Excellence Index /Basket of 32 publicly traded stocks
EXCELLENCE.
  ALWAYS.
   Synonyms
     Purity
Transcendence
    Virtue
   Elegance
    Majesty
   Antonyms


Mediocrity
            The Peters
     Principles: Enthusiasm.
  Emotion. Excellence. Energy.
  Excitement. Service. Growth.
Creativity. Imagination. Vitality.
  Joy. Surprise. Independence.
  Spirit. Community. Limitless
human potential. Diversity. Profit.
   Innovation. Design. Quality.
    Entrepreneurialism. Wow.
                    An emotional,
 Business* ** (*at its best):
vital, innovative, joyful, creative,
 entrepreneurial endeavor that
   elicits maximum concerted
      human potential in the
       wholehearted service
            of others.***
        **Excellence. Always.
***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
     The
Business:

Ultimate
Creative
Endeavor.
      The
  Business:
 Ultimate
  Personal
Development-
   Growth
Experience.
       The
  Business:
  Ultimate
Transcendent
   Service
Opportunity.
EXCELLENCE.
  ALWAYS.
       SET
 Great Companies …

    THE
AGENDA.* (Period.)
        * ―disturb the sleep of …
 AGENDA SETTERS: “Set the Table”/
  Pioneers/ Questors/ Adventurers
US Steel … Ford … Toyota … Sears …
  GM … ITT … The Gap … Limited …
 Wal*Mart … Tesco … P&G … 3M …
  Intel … IBM … Apple … Nokia …
    Cisco … Dell … MCI … Sun …
  Microsoft … Google … Enron …
Schwab … GE … Laker … Southwest
… People Express … Ogilvy … Virgin
   … eBay … Amazon … Sony …
  Amgen … BMW … CNN … Nike
 ―But what if [former head of strategic planning at Royal
Dutch Shell] Arie De Geus is wrong in suggesting, in The
     Living Company, that firms should aspire to live
  forever? Greatness is fleeting and, for corporations, it
                           The ultimate
  will become ever more fleeting.
   aim of a business organization, an
   artist, an athlete or a stockbroker
    may be to explode in a dramatic
    frenzy of value creation during a
   short space of time, rather than to
 live forever.‖      —Kjell Nordström and Jonas Ridderstråle, Funky Business
 Donnelly‟s
Weatherstrip
  Service
    Weymouth MA
EXCELLENCE.
  ALWAYS.
  First-level
  Scientific
  Success:
Beyond Brains
    First-level Scientific Success



The smartest guy
in the room wins‖
          Or …
        First-level Scientific Success
                     Fanaticism
               Persistence-Dogged Tenacity
Patience (long haul/decades)-Impatience (in a hurry/‖do it yesterday‖)
                         Passion
                         Energy
                    Relentlessness (Grant-ian)
                    Enthusiasm
                         Driven (nuts!)
                 (Brutal?) Competitiveness
                       Entrepreneurial
                      Pragmatic (R.F!A.)
        Scrounge (―gets‖ the logistics-infrastructure bit)
         Master of Politics (internal-external)
                       Tactical Genius
             Pursuit of (Oceanic) Excellence!
High EQ/Skillful in Attracting + Keeping Talent/Magnetic
             Prolific (―ground up more pig brains‖)
                          Egocentric
     Sense of History-Destiny
                Futuristic-In the Moment
           Mono-dimensional (―Work-life balance‖? Ha!)
       Exceptionally Intelligent
Exceptionally Clever (methodological shortcuts/methodological genius)
                            Luck
First-level Scientific Success/Short Form


  Scientific Success
   (Nobel-level) = Genius +

 Execution + Master of
Soft Skills + Enthusiasm
+ Magnetism + Destiny
      (sense of) + Energy
                Biz Bonanza
       Success = DDMMSTERL/
   "D-squared, M-squared, STERL” =
   DramaticDifference + “Business”
 Acumen/Money + Good “Marketing”
Instinct/“Ice-to-Eskimos” Sales Skills
+ Stellar Talent + Aim for Excellence
 + Resilience/Tenacity/Adaptability +
  Luck (The “Necessary Nine”: What Every Small Biz
            Requires to Excel.) (Big, too.)
EXCELLENCE.
  ALWAYS.
      Summary:

WallopWal*Mart16*
   *Or: Why it‘s so absurdly easy
     to beat a GIANT Company
    The “Small Guys” Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever ―all things for all people,‖ a ―mini-
Wal*Mart.)
*Never attack the monsters head               on! (Instead steal
niche business and lukewarm customers.)

*“Dramatically
Different”                    (La Difference ... within our
community, our industry regionally, etc … is as obvious as the end
of one‘s nose!) (THIS IS WHERE MOST MIDGETS COME UP
SHORT.)
*Compete      on value/experience/intimacy, not
price. (You ain‘t gonna beat the behemoths on cost-price in 9.99
out of 10 cases.)
*Emotional bond with Clients,             Vendors. (BEAT THE
BIGGIES ON EMOTION/CONNECTION!!)
$415/SqFt/Wal*Mart
 $798/SqFt/Whole
      Foods
7X. 730A-
  800P.
 F12A.*
*‘93-‘03/10 yr annual return: CB: 29%; WM: 17%;
           HD: 16%. Mkt Cap: 48% p.a.
EXCELLENCE?
  ALWAYS?
         Franchise Lost!


TP:   ―How many of you      [600]




really  crave
     a new Chevy?”
           NYC/IIR/061205
This is not a
 ―mature
category.‖
    This is an
“undistinguished
    category.”
―The ‗surplus society‘ has a surplus of
similar companies, employing similar
   people, with similar educational

backgrounds, coming up with similar

ideas, producing similar things, with

 similar prices and similar quality.‖
   Kjell Nordström and Jonas Ridderstråle, Funky Business
   The “Small Guys” Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever ―all things for all people,‖ a ―mini-
Wal*Mart.)
*Never attack the monsters head                on! (Instead steal
niche business and lukewarm customers.)

*“Dramatically Different” (La
Difference ... within our community, our industry regionally, etc …
is as obvious as the end of one‘s nose!) (THIS IS WHERE MOST
MIDGETS COME UP SHORT.)
*Compete      on value/experience/intimacy, not
price. (You ain‘t gonna beat the behemoths on cost-price in 9.99
out of 10 cases.)
*Emotional bond with Clients,              Vendors. (BEAT THE
BIGGIES ON EMOTION/CONNECTION!!)
    ―This is an essay about what it takes to create and sell something
remarkable. It is a plea for originality, passion, guts and daring. You can‘t
 be remarkable by following someone else who‘s remarkable. One way to
   figure out a theory is to look at what‘s working in the real world and
 determine what the successes have in common. But what could the Four
 Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and
 Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and
Nintendo (marketing the same Game Boy 14 years in a row)? It‘s like trying

               The thing that
to drive looking in the rearview mirror.

 all these companies have in
  common is that they have
 nothing in common. They are outliers.
  They‘re on the fringes. Superfast or superslow. Very exclusive or very
cheap. Extremely big or extremely small. The reason it‘s so hard to follow
   the leader is this: The leader is the leader precisely because he did
something remarkable. And that remarkable thing is now taken—so it‘s no
    longer remarkable when you decide to do it.‖ —Seth Godin, Fast
                             Company/02.2003
 The “Small Guys” Guide: Wallop Wal*Mart16
*Hands-on, emotional leadership. (―We are
a great & cool & intimate & joyful & dramatically
different team working to transform our Clients lives
via Consistently Incredible Experiences!‖)
*A community star! (―Sell‖ local-ness per se.
Sell the hell out of it!)
*An  incredible experience, from the first
to last moment—and then in the follow-
up! (―These guys are cool! They ‗get‘ me! They love
me!‖)
*DESIGN DRIVEN! (―Design‖ is a premier
weapon-in-pursuit-of-the sublime for small-ish
enterprises, including the professional services.)
 The “Small Guys” Guide: Wallop Wal*Mart16

*Employer of choice. (A very cool, well-paid
place to work/learning and growth experience in at
least the short term … marked by notably progressive
policies.) (THIS IS EMINENTLY DO-ABLE!!)
*Sophisticated      use of information
technology. (Small-―ish‖ is no excuse for ―small
aims‖/execution in IS/IT!)
*Web-power! (The Web can make very small very
big … if the product-service is super-cool and one
purposefully masters buzz/viral marketing.)
*Innovative! (Must keep renewing and expanding
and revising and re-imagining ―the promise‖ to
employees, the customer, the community.)
 The “Small Guys” Guide: Wallop Wal*Mart16
*Brand-Lovemark* (*Kevin Roberts) Maniacs!
(―Branding‖ is not just for big folks with big budgets.
And modest size is actually a Big Advantage in
becoming a local-regional-niche ―lovemark.‖)
*Focus on      women-as-clients. (Most don‘t.
How stupid.)

*Excellence!                         (A small player …
per me … has no right or reason to exist unless they
are in Relentless Pursuit of Excellence. One earns the
right—one damn day and client experience at a time!—
to beat the Big Guys in your chosen niche!)
EXCELLENCE.
  ALWAYS.
 Donnelly‟s
Weatherstrip
  Service
    Weymouth MA
 Cirque
du Soleil!
          And the Winner is …

1. Audacity of Vision
2. Innovation/R&D/Design
3. Talent Acquisition &
Development
4. Resultant “Experience”
5. Strategic Alliances
6. Operations
7. Financial Management
8. Overall/Sustaining Excellence
9. “Wow!”
10. Lovemark!
Tattoo Brand: What %
 of users would tattoo the
brand name on their body?
         Top 10 ―Tattoo Brands‖*

              Harley .… 18.9%
               Disney .... 14.8
                Coke …. 7.7
               Google .... 6.6
                Pepsi .... 6.1
                Rolex …. 5.6
                Nike …. 4.6
               Adidas …. 3.1
               Absolut …. 2.6
              Nintendo …. 1.5

*BRANDsense: Build Powerful Brands through Touch,
  Taste, Smell, Sight, and Sound, Martin Lindstrom
EXCELLENCE.
  ALWAYS.
            And the ―M‖ Stands for … ?

           ―Systems
            Gerstner‘s IBM:

Integrator of choice.‖/BW
(―Lou, help us turn ‗all this‘ into that long-promised ‗revolution.‘ ‖ )


IBM Global Services*


                   $55B
                                                   (*Integrated Systems




Services Corp.):
  ―By making the Global Delivery Model both legitimate and mainstream,
 we have brought the battle to our territory. That is, after all, the purpose
 of strategy. We have become the leaders, and incumbents [IBM, Accenture]
    are followers, forever playing catch-up. … However, creating a new
      business innovation is not enough for rules to be changed. The
 innovation must impact clients, competitors, investors, and society. We
  have seen all this in spades. Clients have embraced the model and are
       demanding it in even greater measure. The acuteness of their
circumstance, coupled with the capability and value of our solution, has
  made the choice not a choice. Competitors have been dragged kicking
and screaming to replicate what we do. They face trauma and disruption,
                             Investors have
   but the game has changed forever.

 grasped that this is not a passing
fancy, but a potential restructuring
 of the way the world operates and
  how value will be created in the
 future.” —Narayana Murthy, chairman‘s letter, Infosys Annual
                                  Report
―Big Brown‘s New Bag:
 UPS Aims to Be the
Traffic Manager
 for Corporate
America‖     —Headline/BW/2004
  ―SCS‖/Supply Chain
Solutions: 750 locations;
 $2.5B; fastest growing
division; 19 acquisitions,
     including a bank
        Source: Fast Company
    And …



MasterCard
 Advisors
 Huge: Customer
Satisfaction   versus

   Customer
 Success
EXCELLENCE?
  ALWAYS?
 ― ‗Disintermediation‘ is overrated. Those who fear
     disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way

                you’ve become
  of saying that …


         irrelevant to your
             customers.”
          —John Battelle/Point/Advertising Age/07.05
Chicago:
HRMAC
―support function‖ /
  ―cost center‖ /
―bureaucratic drag‖

     or …
 Are you …   “Rock
Stars of the
   Age of
  Talent”
DD$21M
A review of Jack and Suzy Welch‘s Winning claims there are but
two key differentiators that set GE ―culture‖ apart from the herd:
First: Separating financial forecasting and performance
measurement. Performance measurement based, as it usually is, on budgeting
leads to an epidemic of gaming the system. GE‘s performance measurement is
divorced from budgeting—and instead reflects how you do relative to your past
performance and relative to competitors‘ performance; ie it‘s about how you
actually do in the context of what happened in the real world, not as compared to a
gamed-abstract plan developed last year.




Second: Putting HR on
a par with finance
and marketing.
EXCELLENCE.
  ALWAYS.
―support function‖ /
  ―cost center‖ /
―bureaucratic drag‖

     or …
Answer:
           Core Mechanism:
       “Game-changing Solutions”


                       PSF
(Professional Service Firm ―model‖/The Organizing Principle)
                              +

           Brand You
             (―Distinct‖ or ―Extinct‖/The Talent)
                              +

    Wow! Projects
              (―Different‖ vs ―Better‖/The Work)
EXCELLENCE.
  ALWAYS.
The ―PSF35‖:
       Thirty-Five
Professional Service Firm
  Marks of Excellence
         The PSF35: The Work & The Legacy

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

Do good (excellent?!)
     work
 Make a lot of
    money
Point of
 View!
PSF + BY +
WP + DD +
 E = UVA
   PSF (Professional
   Service Firm) + BY
(Brand You) + WP (WOW
       Projects) +
DD (Dramatic Difference)
   + E (Excellence) =
   UVA (Unassailable
     Value-Added)
EXCELLENCE.
  ALWAYS.
Answer:
EXCELLENCE.
  ALWAYS.
 Trapper: <$20
per beaver pelt.
      Source: WSJ
  WDCP*: $150 to remove
  ―problem beaver‖; $750-
  $1,000 for        flood-control
piping … so that beavers can
                stay.
* ―Wildlife Damage-control Professional‖
                Source: WSJ
Answer:
EXCELLENCE.
  ALWAYS.
         Fleet Manager

      Rolling Stock Cost
      Minimization Officer
              vs/or

   Chief of Fleet Lifetime
    Value Maximization
Strategic Supply-chain Executive
 Customer Experience Director
         (via drivers)
―Big Brown‘s New Bag:
 UPS Aims to Be the
Traffic Manager
 for Corporate
America‖     —Headline/BW/2004
                              Cost
   ―Purchasing Officer‖ Thrust #1:
     (at All Costs*) Minimization

             Professional?
     Or/to: Full Partner-
   Leader in Lifetime
      Value-added
     Maximization?
(*Lopez: ―Arguably ‗Villain #1‘ in GM tragedy‖/Anon VSE-Spain)
HCare CIO: ―Technology
  Executive‖ (workin‘ in a hospital)
       Full-scale,
      Or/to:

 Accountable (life or death)
Member-Partner of XYZ
  Hospital‘s Senior
  Healing-Services
  Team         (who happens to be a techie)
EXCELLENCE.
  ALWAYS.
  Lead It:
   New
―C-Levels‖
CXO*
*Chief e   Xperience Officer
    C          O*


*Chief Festivals Officer
     C          O*
*Chief Conversations   Officer
      C       O*


*Chief Seduction Officer
     C        O*


*Chief Lovemark Officer
C

*Chief Dream Merchant
  C



*Chief Portal Impresario
C                        O*


    *Chief WOW Officer
   C               O*


*Chief Storytelling Officer
C                    O*

*Chief   Revenue   Officer
EXCELLENCE.
  ALWAYS.
Flower
Power!
EXCELLENCE.
  ALWAYS.
Better By Design: A National Strategy



NZ = Design
 Excellence
EXCELLENCE.
  ALWAYS.
  ―Management has a lot to do with
 answers. Leadership is a function of
questions. And the first question for a

        ‗Who do
leader always is:

we intend to be?‘
 Not ‗What are we going to do?‘ but
     ‗Who do we intend to be?‘‖
          —Max De Pree, Herman Miller
―In 1933, Thomas J. Watson Sr. gave a
        speech at the World‘s
      Fair, ‗World Peace through

           We stood
  World Trade.‘

    for something,
     right?‖         —Sam Palmisano
 Ah, kids: ―What is your vision for
     the future?‖ ―What have you
accomplished since your first book?‖
  ―Close your eyes and imagine me
 immediately doing something about
 what you‘ve just said. What would it
    be?‖ ―Do you feel you have an
obligation to ‗Make the world a better
                place‘?‖
EXCELLENCE.
  ALWAYS.
               Charles Handy on the ―Alchemists‖:


     ―Passion was what drove
    these people, passion for
   their product, passion for
  their cause. If you care enough, you will find out
what you need to know. Or you will experiment and not worry if the

 experiment goes wrong.    Passion                 as the secret to
learning is an odd secret to propose, but I believe that it works at

 all levels and at all ages. Sadly,   passion              is not a
      word often heard in the elephant organizations, nor in
            schools, where it can seem disruptive.‖
                 Kevin Roberts‘ Credo

1. Ready. Fire! Aim.
2. If it ain‘t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.

10. Avoid moderation!
EXCELLENCE.
  ALWAYS.
     Organizing Genius / Warren Bennis
        and Patricia Ward Biederman

  ―Groups become great only when
   everyone in them, leaders and
members alike, is free to do his or
      her absolute best.‖
―The best thing a leader can do for a
   Great Group is to allow its
  members to discover their
       greatness.‖
       Yes!!!!!!!!!!!!!!!!!


―free to do his or her
  absolute best‖ …
―allow its members to
    discover their
     greatness.‖
   ―We are a
‗Life Success‘
  Company‘
   Dave Liniger, founder, RE/MAX
EXCELLENCE.
  ALWAYS.
           Core Mechanism:
       “Game-changing Solutions”


                       PSF
(Professional Service Firm ―model‖/The Organizing Principle)
                              +


     Brand You
             (―Distinct‖ or ―Extinct‖/The Talent)
                              +

    Wow! Projects
              (―Different‖ vs ―Better‖/The Work)
     ―You are the
  storyteller of your
own life, and you can
   create your own
legend or not.‖—Isabel Allende
    ‚Nobody can prevent you from
choosing to be exceptional.‖ —Mark Sanborn,
                  The Fred Factor


―To live is the rarest thing in the world.
           Most people exist,
           that is all.‖ –Oscar Wilde
   ―Make your life itself a creative
    work of art.‖ —Mike Ray, The Highest Goal
 ―This is the true joy of Life, the
    being used for a purpose
  recognized by yourself as a
mighty one … the being a force of
  Nature instead of a feverish,
selfish little clod of ailments and
grievances complaining that the
  world will not devote itself to
   making you happy.‖ —GB Shaw/
           Man and Superman
  Will you actually
   remember it as
worthwhile 10 years
   from now?‖ —S.H.
 ―Tell me, what is it
you plan to do with
 your one wild and
precious life?‖  —Mary Oliver
A ―position‖ is not an
―accomplishment.‖   —TP
“One who does less
    than he can
  is a thief.”
             —Gandhi
EXCELLENCE.
  ALWAYS.
     ―The First step in a
 ‗dramatic‘ ‗organizational
    change program‘ is
obvious—dramatic personal
       change!‖ —RG
 ‚You must        be
the change you wish
to see in the world.‖
         Gandhi
―To change minds effectively,
 leaders make particular use
  of two tools: the stories that
   they tell and the lives that
they lead.‖ —Howard Gardner, Changing Minds
MBWA*
  *HS/25+
You = Your
calendar*
 *Calendars NEVER lie!!
EXCELLENCE.
  ALWAYS.
Tom Peters/Novosibirsk/14 April 2006
De-cent-
 ral-iz-
 a-tion!
 Ex-e-
cu-tion!
Ac-count-
 a-bil-ity!
6:15A.M.
De-cent-
 ral-iz-
 a-tion!
―‗Decentralization‘
  is not a piece of
paper. It‘s not me.
 It‘s either in your
   heart, or not.‖
      —Brian Joffe/BIDvest
 ―No Need for Economies
of Scale: Illinois Tool Revs
Up Innovation by Keeping
  Its 655 Units Separate
       and Focused‖
 Source: Headline, BW, 1031.05 (―commodity‖ producer;
R&D = 1%; Top 100 patent recipient—66th in ‘04) ($12B rev
 in ‘04; CEO David Speer: focus, lean, customer intimacy,
          entrepreneurial, employee participation)
―HOW THE COAST GUARD
GETS IT RIGHT‖     —Headline, Time, 10.31.2005




*Autonomy
*Flexibility
*―Perhaps the most important
 distinction of the Coast
 Guard is that it trusts itself‖
 Ex-e-
cu-tion!
   ―Ninety percent of
      what we call
‗management‘ consists
of making it difficult for
  people to get things
     done.‖  – Peter Drucker
            ―too
TP/BW on BigCo Sin #1:

 much talk, too
   little do‖
 ―Execution is
 the job of the
   business
leader.‖                           —Larry Bossidy & Ram Charan/

   Execution: The Discipline of Getting Things Done
                       ―Execution is a

    systematic
   process                                       of rigorously
discussing hows and whats, tenaciously
    following through, and ensuring
            accountability.‖
—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
   ―We have a
‗strategic plan.‘
It‘s called doing
  things.‖— Herb Kelleher
―This is so simple it sounds stupid, but it is amazing

                 you
how few oil people really understand that


only find oil if you
drill wells.                              You may think you‘re
      finding it when you‘re drawing maps and
         studying logs, but you have to drill.‖
    Source: The Hunters, by John Masters, Canadian O & G wildcatter
  ―While many people big oil finds
 with big companies, over the years
  about 80 percent of the oil
found in the United States has been
brought in by wildcatters such
  as Mr Findley, says Larry Nation,
    spokesman for the American
      Association of Petroleum
 Geologists.‖ —WSJ, ―Wildcat Producer Sparks Oil
            Boom in Montana,‖ 0405.2006
A man approached JP Morgan, held up an envelope, and said, ―Sir,
 in my hand I hold a guaranteed formula for success, which I will
                   gladly sell you for $25,000.‖
 ―Sir,‖ JP Morgan replied, ―I do not know what is in the envelope,
  however if you show me, and I like it, I give you my word as a
            gentleman that I will pay you what you ask.‖
  The man agreed to the terms, and handed over the envelope.
   JP Morgan opened it, and extracted a single sheet of paper.
He gave it one look, a mere glance, then handed the piece of paper
                         back to the gent.


       And paid him the
    agreed-upon $25,000 …
1. Every morning, write a
 list of the things that
 need to be done that day.

2.   Do them.
      Source: Hugh MacLeod/tompeters.com/NPR
 Ex-e-
cu-tion!
―I saw that leaders placed too much
 emphasis on what some call ‗high-
 level strategy,‘ on intellectualizing
and philosophizing, and not enough
 on implementation. People would
agree on a project or initiative—and
  then nothing would come of it.‖
            —Larry Bossidy & Ram Charan/
    Execution: The Discipline of Getting Things Done
  ―The person who is a little less conceptual but is
absolutely determined to succeed will usually find the
   right people and get them together to achieve
objectives. I‘m not knocking education or looking for
             But if you have to choose
  dumb people.
between someone with a staggering IQ
  and an elite education who‘s gliding
along, and someone with a lower IQ but
    who is absolutely determined to
 succeed, you‘ll always do better with
    the second person.‖ —Larry Bossidy/
      Execution: The Discipline of Getting Things Done
―You only find
  oil if you
 drill wells.‖
 Source: The Hunters, by John Masters, Canadian O & G wildcatter
Ac-count-
 a-bil-ity!
“Realism is
the heart of
execution.”
 —Larry Bossidy & Ram Charan/Execution:
  The Discipline of Getting Things Done
 “robust
dialogue”
—Larry Bossidy & Ram Charan/ Execution:
 The Discipline of Getting Things Done
 ―GE has set a standard
of candor. … There is no
puffery. … There isn‘t an
  ounce of denial in the
  place.‖ —Kevin Sharer, CEO Amgen,
       on the ―GE mystique‖ (Fortune)
6:15A.M.
EXCELLENCE.
  ALWAYS.
―Nothing is so
contagious as
enthusiasm.‖
   —Samuel Taylor Coleridge
EXCELLENCE.
 ALWAYS.
 Insanely Great Language!



“Insanely
 Great.”
      —Steve Jobs
 Radically Thrilling Language!



“Radically
Thrilling.”
       —BMW Z4 (ad)
“Astonish me!” /S.D.

“Build something
   great!” /H.Y.
   ―Make it
 immortal!” /D.O.
Gaspworthy!
EXCELLENCE.
  ALWAYS.
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
Stay Hungry.
Stay Foolish.
     Steve Jobs
EXCELLENCE.
  ALWAYS.
‚It‘s always
showtime.‖
 —David D‘Alessandro, Career Warfare
EXCELLENCE.
  ALWAYS.
EXCELLENCE.
  ALWAYS.
EXCELLENCE.
  ALWAYS.
EXCELLENCE
  ALWAYS.
XCELLEN
 ALWAYS
All You
Need to
Know*
  *more or less
 In The
Beginning
   X82/Excellence1982: The Bedrock
            ―Eight Basics‖
1. A Bias for Action
2. Close to the Customer
3. Autonomy and Entrepreneurship
4. Productivity Through People
5. Hands On, Value-Driven
6. Stick to the Knitting
7. Simple Form, Lean Staff
8. Simultaneous Loose-Tight Properties‖
ExIn*: 1982-2002/Forbes.com
DJIA: $10,000 yields $85,500
 EI: $10,000 yields $140,050


  *Excellence Index/Basket of 32 publicly traded stocks
Yikes
China!
China!
China!
   THREE
BILLION NEW
CAPITALISTS
   —Clyde Prestowitz
New Economy?!

Sergey +
 Larry >
Harvard
         “the
     metabolically
      dominant
       soldier”
Source: Radical Evolution: The Promise and Peril of Enhancing Our
Minds, Our Bodies—and What It Means to Be Human, Joel Garreau
―The corporation as we know it,
 which is now 120 years old, is
not likely to survive
 the next 25 years.
Legally and financially, yes, but
      not structurally and
    economically.‖   —Peter Drucker
      ―This is a dangerous world and
it is going to become more dangerous.‖

   ―We may not be
 interested in chaos
     but chaos is
  interested in us.‖
    Source: Robert Cooper, The Breaking of Nations:
      Order and Chaos in the Twenty-first Century
Cause
  ―Create a
‗cause,‘ not
a ‗business.‘‘
     —Gary Hamel
 ―People want to be part of
    something larger than
themselves. They want to be
  part of something they‘re
 really proud of, that they‘ll
    fight for, sacrifice for ,
  trust.‖ —Howard Schultz, Starbucks (IBD/09.05)
    ―Management has a lot to do with
  answers. Leadership is a function of
 questions. And the first question for a

         ‗Who do
  leader always is:

 we intend to be?‘
Not ‗What are we going to do?‘ but ‗Who
do we intend to be?‘‖ —Max De Pree, Herman Miller
―I never, ever thought of
myself as a businessman.
I was interested in
  creating things
    I would be
proud of.‖ —Richard Branson
Quest
―I don‘t
 know.‖
  Source: Karl Weick
 ―Groups become great only when
   everyone in them, leaders and
members alike, is free to do his or
          her absolute best.‖
―The best thing a leader can do for a
   Great Group is to allow its
   members to discover their
        greatness.‖
 Source: Organizing Genius/Warren Bennis & Patricia Ward
                       Biederman
   Leadership‘s Mt Everest

―free to do his or her
  absolute best‖ …
―allow its members to
    discover their
     greatness.‖
―The role of the Director
   is to create a space
    where the actor or
  actress can become
 more than they‘ve ever
 been before, more than
   they‘ve dreamed of
being.‖ —Robert Altman, Oscar acceptance
  ―We are a
‗Life Success‘
  Company‖
    —Dave Liniger, RE/MAX
―In the end, management
doesn‘t change culture.
Management invites the
  workforce itself to
 change the culture.‖
       —Lou Gerstner
Artist
   Leader Job 1


   Paint
Portraits of
Excellence!
Point of
 View!
Best
Story
―Storytelling
 is the core
 of culture.‖
—Branded Nation: The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
―It is necessary for the
  President to be the
         No. 1
  nation‘s
      actor.‖
          FDR
People
―Leaders
  ‗do‘
people.‖   —Anon.
 Les Wexner:
   From
sweaters to
  people!
―Connoisseur
 of Talent‖
 Source: Colleague on PARC‘s Bob Taylor
  Did We Say ―Talent Matters‖?
  ―The top software developers are
    more productive than average
software developers not by a factor of
     10X or 100X, or even 1,000X,


 but   10,000X.‖
 —Nathan Myhrvold, former Chief Scientist, Microsoft
―We believe companies can increase their market cap
  50 percent in 3 years. Steve Macadam at Georgia-

  Pacific changed 20 of his 40
box plant managers to put
more talented, higher paid
    managers in charge. He
increased profitability from $25 million to $80

   million in 2 years.‖ —Ed Michaels, War for Talent
Brand =
Talent.
         Our Mission
To develop and manage talent;
     to apply that talent,
    throughout the world,
  for the benefit of clients;
   to do so in partnership;
     to do so with profit.
             WPP
DD$21M
A review of Jack and Suzy Welch‘s Winning claims there are but
two key differentiators that set GE ―culture‖ apart from the herd:
First: Separating financial forecasting and performance
measurement. Performance measurement based, as it usually is, on budgeting
leads to an epidemic of gaming the system. GE‘s performance measurement is
divorced from budgeting—and instead reflects how you do relative to your past
performance and relative to competitors‘ performance; ie it‘s about how you
actually do in the context of what happened in the real world, not as compared to a
gamed-abstract plan developed last year.




Second: Putting HR on
a par with finance
and marketing.
People
Employees: ―Are                       there
enough weird
people in the lab
       these days?‖
 V. Chmn., pharmaceutical house, to a lab director
Decency
―It was much later that I realized Dad‘s
secret. He gained respect by giving it.
  He talked and listened to the fourth-
grade kids in Spring Valley who shined
   shoes the same way he talked and
    listened to a bishop or a college
   president. He was seriously
interested in who you were
 and what you had to say.‖
        —Sara Lawrence-Lightfoot, Respect
            Amen!

―What creates trust,
  in the end, is the
 leader‘s manifest
   respect for the
      followers.‖
    — Jim O‘Toole, Leading Change
   ―I have always
 believed that the
   purpose of the
corporation is to be
  a blessing to the
 employees.‖  —Boyd Clarke
Grace
   Rodale‘s on ―Grace‖ …
   elegance … charm …
  loveliness … poetry in
  motion … kindliness ..
benevolence … benefaction
 … compassion … beauty
―Thank
 you‖
    ―The two most
  powerful things in
existence: a kind word
   and a thoughtful
   gesture.‖—Ken Langone
―The deepest human need
    need to be
 is the
 appreciated.‖
          —William James
Intangibles
―Hard is soft.
Soft is hard.‖*
  *In Search of Excellence
   “Organizations are not machines.
That has been the central message of
all my books. They are living communities
of individuals. To describe them we need to
  use the language of communities and the
 language of individuals. That means a mix
of words we use in politics and in ordinary
      everyday life. The essential task of
  leadership (a word from political theory,
  unlike the word „manager‟) is to combine
   the aspirations and needs of individuals
with the purposes of the larger community
     to which they all belong.” —Charles Handy
 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 STINKS.]
   Self-
management
  ―The First step in a
       ‗dramatic‘
‗organizational change
  program‘ is obvious—
   dramatic personal
      change!‖ —RG
 You =
  Your
Calendar
 ―You must       be
 the change you
wish to see in the
     world.‖
       —Gandhi
   ―To change minds
effectively, leaders make
      particular use
 of two tools: the stories
       they tell and
      the lives they
  lead.‖—Howard Gardner, Changing Minds
 ―Before you can inspire with
    emotion, you must be
  swamped with it yourself.
  Before you can move their
tears, your own must flow. To
  convince them, you must
 yourself believe.‖ —Winston Churchill
MBWA
 ―You can‘t lead a
 cavalry charge if
   you think you
  look funny on a
horse.‖—John Peers, President, Logical Machine
       Corporation
Curiosity
―Why?‖
Ears
   ―If you don‘t
listen, you don‘t
 sell anything.‖
  —Carolyn Marland/MD/Guardian Group
Conformity
―While everything may be
      it is also
  better,
increasingly the
    same.‖
 —Paul Goldberger on retail, ―The Sameness
     of Things,‖ The New York Times
 ―To grow, companies
 need to break out of a
    vicious cycle of
      competitive
  benchmarking and
imitation.‖                     —W. Chan Kim & Renée Mauborgne,
―Think for Yourself —Stop Copying a Rival,‖ Financial Times/08.11.03
―The short road
  to ruin is to
  emulate the
methods of your
  adversary.‖
    — Winston Churchill
Conformity
  ―The Bottleneck is at
 the Top of the Bottle‖
 ―Where are you likely to find people with the least diversity of
experience, the largest investment in the past, and the greatest
                reverence for industry dogma?




   At the top!”
  — Gary Hamel/―Strategy or Revolution‖/Harvard Business Review
Dramatic
Difference
   Point of
View!/Point of
  Dramatic
 Difference!
      PSF!

 Donnelly‘s
Weatherstrip
  Service
    Weymouth MA
       The ―Small Guys‖ Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever ―all things for all people,‖ a ―mini-
Wal*Mart.)
*Never attack the monsters head                on! (Instead steal
niche business and lukewarm customers.)

*―Dramatically                           Different‖
(La Difference ... within our community, our industry regionally, etc
… is as obvious as the end of one‘s nose!) (THIS IS WHERE MOST
MIDGETS COME UP SHORT.)
*Compete      on value/experience/intimacy, not
price. (You ain‘t gonna beat the behemoths on cost-price in 9.99
out of 10 cases.)
*Emotional bond with Clients,              Vendors. (BEAT THE
BIGGIES ON EMOTION/CONNECTION!!)
―In Tom‘s world, it‘s always
      better to try a swan
 dive and deliver a colossal
belly flop than to step timidly
 off the board while holding
your nose.‖ —Fast Company /October2003
―[Immelt] is now identifying
technologies with which GE
    systematically
will …
  set out to build
   entirely new
industries”     —Strategy+Business, Fall 2005
       SET
 Great Companies …

    THE
AGENDA.* (Period.)
        * ―disturb the sleep of …
 AGENDA SETTERS: “Set the Table”/
  Pioneers/ Questors/ Adventurers
US Steel … Ford … Toyota … Sears …
  GM … ITT … The Gap … Limited …
 Wal*Mart … Tesco … P&G … 3M …
  Intel … IBM … Apple … Nokia …
    Cisco … Dell … MCI … Sun …
  Microsoft … Google … Enron …
Schwab … GE … Laker … Southwest
… People Express … Ogilvy … Virgin
   … eBay … Amazon … Sony …
  Amgen … BMW … CNN … Nike
 ―But what if [former head of strategic planning at Royal
Dutch Shell] Arie De Geus is wrong in suggesting, in The
     Living Company, that firms should aspire to live
  forever? Greatness is fleeting and, for corporations, it
                           The ultimate
  will become ever more fleeting.
   aim of a business organization, an
   artist, an athlete or a stockbroker
    may be to explode in a dramatic
    frenzy of value creation during a
   short space of time, rather than to
 live forever.‖      —Kjell Nordström and Jonas Ridderstråle, Funky Business
Action
   ―Ninety percent of
      what we call
‗management‘ consists
of making it difficult for
  people to get things
     done.‖  – Peter Drucker
 ―Execution is
 the job of the
   business
leader.‖                       —Larry Bossidy & Ram Charan/

  Execution: The Discipline of Getting Things Done
                       ―Execution is a

    systematic
   process                                       of rigorously
discussing hows and whats, tenaciously
    following through, and ensuring
            accountability.‖
—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
  ―The person who is a little less conceptual but is
absolutely determined to succeed will usually find the
   right people and get them together to achieve
objectives. I‘m not knocking education or looking for
             But if you have to choose
  dumb people.
between someone with a staggering IQ
  and an elite education who‘s gliding
along, and someone with a lower IQ but
    who is absolutely determined to
 succeed, you‘ll always do better with
    the second person.‖ —Larry Bossidy/
      Execution: The Discipline of Getting Things Done
“Realism is
the heart of
execution.”
 —Larry Bossidy & Ram Charan/Execution:
  The Discipline of Getting Things Done
 ―GE has set a standard
of candor. … There is no
puffery. … There isn‘t an
  ounce of denial in the
  place.‖ —Kevin Sharer, CEO Amgen,
       on the ―GE mystique‖ (Fortune)
 ―We have a
  ‗strategic‘
plan. It‘s called
doing things.‖
     — Herb Kelleher
―This is so simple it sounds stupid, but it is amazing

                 you
how few oil people really understand that


only find oil if you
drill wells.                              You may think you‘re
      finding it when you‘re drawing maps and
         studying logs, but you have to drill.‖
    Source: The Hunters, by John Masters, Canadian O & G wildcatter
―You only find
  oil if you
 drill wells.‖
 Source: The Hunters, by John Masters, Canadian O & G wildcatter
    “Never forget
 implementation
boys. In our work it‟s
   what I call the
   „missing 98
percent‟ of the client
  puzzle.”   —Al McDonald
Try It
Try It
Try It
―Fail faster.
 Succeed
 sooner.‖
    —David Kelley/IDEO
Sam‟s
Secret
#1!
De-cent-
 ral-iz-
 a-tion!
 Ex-e-
cu-tion!
Ac-count-
 a-bil-ity!
6:15A.M.
Focus
―Dennis, you
 need a „To-
don‟t ‟ List !‖
―I used to have a rule for myself that at
  any point in time I wanted to have in
    mind — as it so happens, also in
    writing, on a little card I carried
around with me — the three big things
        I was trying to get done.


    Three.                          Not two.
  Not four. Not five. Not ten. Three.‖
      — Richard Haass, The Power to Persuade
    ―We will not, I
repeat not, pretend
 to be ‗all things to
all people.‘‖—CEO, Investec (03.06)
K.I.S.S.
     “One bank is currently
    claiming to „leverage its
   global footprint to provide
  effective financial solutions
for its customers by providing
      a gateway to diverse
 markets.‟ I assume that it is
 just saying that it is there to
 help its customers wherever
      they are.” —Charles Handy
450/8
 Danger:   S.I.O.
(Strategic Initiative Overload)
  ―I wanted GE to operate with
the speed, informality, and open
   communication of a corner
 store. Corner stores often have
strategy right. With their limited
 resources, they have to rely on
  laser-like focus on doing one
 thing very well.‖ —Jack Welch/Fortune/04.05
Change
 ―If you don‘t like
   change, you‘re
     going to like
  irrelevance even
less.‖—General Eric Shinseki, Chief of Staff. U. S. Army
 ―We eat
change for
breakfast!
 —Harry Quadracci, QuadGraphics
   ―I‘m not
  comfortable
   unless I‘m
uncomfortable.‖
     —Jay   Chiat
          ―The most
successful people
  are those who
    are good at
  ‗plan B.‘‖                      —James Yorke,
 mathematician, on chaos theory in The New Scientist
Change
We become
who we hang
 out with!
Measure ―Strangeness‖/Portfolio Quality
                   Staff
               Consultants
                 Vendors
      Out-sourcing Partners (#, Quality)
       Innovation Alliance Partners
               Customers
    Competitors (who we ―benchmark‖ against)
           Strategic Initiatives
      Product Portfolio (LineEx v. Leap)
              IS/IT Projects
               HQ Location
              Lunch Mates
                Language
                  Board
   ―Don‘t
 benchmark,
futuremark!‖
 Impetus: ―The future is already here; it‘s just
  not evenly distributed‖ —William Gibson
―[Immelt] is now identifying
technologies with which GE
    systematically
will …
  set out to build
   entirely new
industries”     —Strategy+Business, Fall 2005
Forget
     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
  Big
Change
  No Wiggle Room!

―Incrementalism
  is innovation‘s
 worst enemy.‖
      Nicholas Negroponte
―Beware of the tyranny of
 making Small Changes to
Small Things. Rather, make


  Big Changes to
 Big Things.‖                 —Roger Enrico,
       former Chairman, PepsiCo
    Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change
*Change is motivated by fear
*The facts will set us free

*Small, gradual changes
 are always easier to
 make and sustain
*We can‘t change because our brains become
 ―hardwired‖ early in life

Source: Fast Company/05.2005
 ―Wealth in this new regime
      flows directly from
innovation, not optimization.
That is, wealth is not gained
by perfecting the known, but
  by imperfectly seizing the
unknown.‖  —Kevin Kelly, New Rules for the New Economy
   ―Reward
excellent failures.
Punish mediocre
  successes.‖
     Phil Daniels, Sydney exec
  Big
Bigger
Biggest
??????
―I don‘t believe in economies of
      You don‘t get
 scale.
   better by being
   bigger. You get
   worse.‖                       —Dick Kovacevich/Wells
Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%;
                 J.P. Morgan Chase, 0.9%)
 ―I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
   structures, ‗How do I build a small firm for

                Buy
myself?‘ The answer seems obvious:


  a very large one
   and just wait.‖
           —Paul Ormerod, Why Most Things Fail:
            Evolution, Extinction and Economics
―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
          Exit, Stage Right …

CEO ―departure‖ rate, 1995-2004:




+300%
   Source: Booz Allen Hamilton (per USA Today/06.13.05)
  New Economy?!

Genentech09,
  Amgen09
 > Merck09
    (70K-3/394B-5)
Relentless
 ―This [adolescent] incident [of getting from point A to point B] is
      notable not only because it underlines Grant‘s fearless
horsemanship and his determination, but also it is the first known
     example of a very important peculiarity of his character:

   Grant had an extreme,
  almost phobic dislike of
turning back and retracing
his steps. If he set out for somewhere, he would get
 there somehow, whatever the difficulties that lay in his way. This
 idiosyncrasy would turn out to be one the factors that made him
such a formidable general. Grant would always, always press on—
turning back was not an option for him.‖ —Michael Korda, Ulysses Grant
 ―It is no use saying
  ‗We are doing our
best.‘ You have got
to succeed in doing
what is necessary.‖
         —WSC
Agressive
         ―[Other]
Nelson‘s secret:

 admirals more
  frightened of
   losing than
 anxious to win‖
Speed
  ―We don‘t sell
insurance anymore.

  We sell
  speed.‖
    Peter Lewis, Progressive
Tempo
 He who has the
quickest O.O.D.A.
  Loops* wins!
*Observe. Orient. Decide. Act. / Col. John Boyd
Richard &
  Kevin
       Sir Richard‘s Rules:
     Follow your passions.
         Keep it simple.
Get the best people to help you.
      Re-create yourself.
              Play.
            Kevin Roberts‟ Credo
1. Ready. Fire! Aim.
2. If it ain‘t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.

10. Avoid moderation!
 Passion &
Enthusiasm
   I am a
dispenser of
enthusiasm.‖
    —Ben Zander
―Nothing is so
contagious as
enthusiasm.‖
   —Samuel Taylor Coleridge
―A man without
a smiling face
must not open a
 shop.‖                    —Chinese Proverb*



  *Courtesy Tom Morris, The Art of Achievement
Hustle
 ―Most important,
  upped the
 he
energy level at
Motorola.‖   —Fortune on Ed Zander/08.05
Sunny
           ―Ronald
Half-full Cups:
Reagan radiated an
almost transcendent
  happiness.‖     —Lou Cannon
―A leader is
a dealer in
 hope.‖   —Napoleon
Aim High
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
 Get ―better‖
      vs

Get ―different‖
―You do not merely want to be
               You
 the best of the best.
     want to be
considered the only
 ones who do what
   you do.‖       —Jerry Garcia
Stay Hungry.
Stay Foolish.
     Steve Jobs
Dream
―the wildest
chimera of a
moonstruck
mind‖       —The Federalist on Jefferson‘s
    Louisiana Purchase
 ―Tell me, what
is it you plan to
  do with your
 one wild and
 precious life?‖
      —Mary Oliver
Create
―A focus on cost-cutting and efficiency
has helped many organizations weather
  the downturn, but this approach will
                   Only
ultimately render them obsolete.
 the constant pursuit of
 innovation can ensure
  long-term success.‖
    —Daniel Muzyka, Dean, Sauder School of Business,
         Univ of British Columbia (FT/09.17.04)
 ―Acquisitions are about
buying market share. Our
  challenge is to create
 markets. There is a big
 difference.‖
            —Peter Job, CEO, Reuters
Revenue
                 Top Line, Anyone?
Point (Advertising Age), to Phil Kotler: ―Who should
the CMO    [Chief Marketing Officer] report   to?‖

Kotler: ―Maybe a      Chief Revenue
Officer—the cost side has been
squeezed, now companies have to focus
on top-line growth—or maybe a                   Chief
Customer Officer.                      (TP: Or maybe both!)
C                    O*

*Chief   Revenue   Officer
Women Buy
Women Lead
―Women are
the majority
  market‖
  —Fara Warner/The Power of the Purse
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
   nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women‘s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
   CLUELESS ABOUT WOMEN.
10. Women‘s Market = Opportunity No. 1.
10. Women‟s
 Market =
Opportunity
    No. 1.
   “AS
 LEADERS,
  WOMEN
RULE:                   New Studies find that
 female managers outshine their male
counterparts in almost every measure‖
       Title, Special Report/BusinessWeek
   ―To be a leader in
 consumer products,
  it‘s critical to have
      leaders who
     represent the
population we serve.‖
     —Steve Reinemund/PepsiCo
Boomers Buy
Geezers Buy
   2000-2010 Stats

 18-44: -1%
55+: +21%
 (55-64: +47%)
       44-65: ―New
        Customer
        Majority‖ *
*45% larger than 18-43; 60% larger by 2010
   Source: Ageless Marketing, David Wolfe & Robert Snyder
Sell
Sell
Selll
.   ―Everyone
  lives by
  selling
something.‖
     – Robert Louis Stevenson
Value-
added
              And the ―M‖ Stands for … ?


                   ―Systems
        Gerstner‘s IBM:

              Integrator of
                choice.‖

IBM Global Services:   $55B
    And …



MasterCard
 Advisors
Value-
added
 ― ‗Disintermediation‘ is overrated. Those who fear
     disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way

         you‟ve
       of saying that …


     become
irrelevant to your
   customers.”
          —John Battelle/Point/Advertising Age/07.05
Answer: Professional Service Firm/PSF!

        Department Head
                to …

Managing Partner,
IS [HR, R&D, etc.] Inc.
Answer:
Best is not
   good
 enough!
―Game-changing Solutions‖:
     Core Mechanism

            PSF
  (Professional Service Firm ―model‖)

                   +

Wow Projects
        (―Different‖ vs ―Better‖)

                   +

 Brand You
        (―Distinct‖ or ―Extinct‖)
       PSF!

 Donnelly‟s
Weatherstrip
  Service
    Weymouth MA
Value-
added
$415/SqFt
$798/SqFt
Experience
   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
Q: ―Why did you buy Jordan‘s
               Furniture?‖
A: ―Jordan‘s is spectacular.
     It‘s all
  showmanship.
  Source: Warren Buffet interview/Boston Sunday Globe
 One company‘s answer:




C                 O*
*Chief e   Xperience Officer
  ―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
Love
  Kevin Roberts:


Lovemarks!
         Top 10 ―Tattoo Brands‖*

              Harley .… 18.9%
               Disney .... 14.8
                Coke …. 7.7
               Google .... 6.6
                Pepsi .... 6.1
                Rolex …. 5.6
                Nike …. 4.6
               Adidas …. 3.1
               Absolut …. 2.6
              Nintendo …. 1.5

*BRANDsense: Build Powerful Brands through Touch,
  Taste, Smell, Sight, and Sound, Martin Lindstrom
No Limits
―You can‘t behave in
   a calm, rational
 manner. You‘ve got
  to be out there on
 the lunatic fringe.‖
       — Jack Welch
Leadership23
 Tom Peters/Novosibirsk/14April2006
                Leadership23
1. Enthusiasm. Energy. Exuberance.
2. Action. Execution.
3. Tempo. Metabolism.
4. Relentless.
5. Master of Plan B.
6. Accountability.
7. Meritocracy.
8. Leaders “do” people. Mentor. (“Success
creation business.”)
9. Women. Diversity.
10. Integrity. Credibility. Humanity. Grace.
11. Realism.
12. Cause. Adventures. Quests.
                     Leadership23
13. Legacy.
14. Best story wins.
15. On the edge. (“Wildest fantasy of a
   dreamy mind.”)
16. “Reward excellent failures. Punish
    mediocre successes.”
17. Different > Better. (“Only ones who do
    what we do.”)
18. MBWA. Customer MBWA.
19. Laughs.
20. Repot. Curiosity. Why?
21. You = Calendar. “To Don‟t.” Two.
22. Excellence. Always.
23. Nelsonian! (“Other admirals more afraid
   of losing than anxious to win.”)
                 Kevin Roberts‘ Credo

1. Ready. Fire! Aim.
2. If it ain‘t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.

10. Avoid moderation!
         Sir Richard‘s Rules:

     Follow your passions.
         Keep it simple.
Get the best people to help you.
      Re-create yourself.
              Play.
        Source: Fortune on Branson
Leadership23L*
    *Long Version
                          Leadership23
1. Enthusiasm. Energy. Exuberance.
2. Action. Execution.
3. Tempo. Metabolism.
4. Relentless.
5. Master of Plan B.
6. Accountability.
7. Meritocracy.
8. Leaders “do” people. Mentor. (“Success creation business.”)
9. Women. Diversity.
10. Integrity. Credibility. Humanity. Grace.
11. Realism.
12. Cause. Adventures. Quests.
13. Legacy.
14. Best story wins.
15. On the edge. (“Wildest chimera of a moonstruck mind.”)
16. “Reward excellent failures. Punish mediocre successes.”
17. Different > Better. (“Only ones who do what we do.”)
18. MBWA. Customer MBWA.
19. Laughs.
20. Repot. Curiosity. Why?
21. You = Calendar. “To Don‟t.” Two.
22. Excellence. Always.
23. Nelsonian! (“Other admirals more afraid of losing
    than anxious to win.”)
                 Kevin Roberts‘ Credo

1. Ready. Fire! Aim.
2. If it ain‘t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.

10. Avoid moderation!
         Sir Richard‘s Rules:

     Follow your passions.
         Keep it simple.
Get the best people to help you.
      Re-create yourself.
              Play.
        Source: Fortune on Branson
 ―People want to be part of
    something larger than
themselves. They want to be
  part of something they‘re
 really proud of, that they‘ll
    fight for, sacrifice for ,
  trust.‖ —Howard Schultz, Starbucks (IBD/09.05)
  ―Management has a lot to do with
 answers. Leadership is a function of
questions. And the first question for a

        ‗Who do
leader always is:

we intend to be?‘
 Not ‗What are we going to do?‘ but
     ‗Who do we intend to be?‘‖
          —Max De Pree, Herman Miller
 Ah, kids: ―What is your vision for
     the future?‖ ―What have you
accomplished since your first book?‖
  ―Close your eyes and imagine me
 immediately doing something about
 what you‘ve just said. What would it
    be?‖ ―Do you feel you have an
obligation to ‗Make the world a better
                place‘?‖
        From
Les Wexner:
sweaters to …
   people!
  ―It was much later that I realized Dad‘s secret. He
 gained respect by giving it. He talked and listened to
  the fourth-grade kids in Spring Valley who shined
shoes the same way he talked and listened to a bishop

                He was
       or a college president.

    seriously interested
      in who you were
     and what you had
    to say.‖             —Sara Lawrence-Lightfoot, Respect
―Ninety percent of what
 we call ‗management‘
  consists of making it
difficult for people to get
  things done.‖  – Peter Drucker
     Organizing Genius / Warren Bennis
        and Patricia Ward Biederman

  ―Groups become great only when
   everyone in them, leaders and
members alike, is free to do his or
      her absolute best.‖
―The best thing a leader can do for a
   Great Group is to allow its
  members to discover their
       greatness.‖
―The role of the Director
   is to create a space
    where the actor or
  actress can become
 more than they‘ve ever
 been before, more than
   they‘ve dreamed of
being.‖ —Robert Altman, Oscar acceptance
   ―We are a
‗life Success
 Company‖‘
   Dave Liniger, RE/MAX
You = Your
calendar*
 *Calendars NEVER lie!!
―Reward excellent
 failures. Punish
mediocre successes.‖
      Phil Daniels, Sydney exec
    ―We have a
 ‗strategic‘ plan.
It‘s called ‗doing
  things.‘ ‖
           — Herb Kelleher
―You only find oil
if you drill wells.‖
       —John Masters
“Realism is
the heart of
execution.”
 —Larry Bossidy & Ram Charan/Execution:
  The Discipline of Getting Things Done
―Nothing is so
contagious as
enthusiasm.‖
   —Samuel Taylor Coleridge
  ―A man without a
smiling face must not
open a shop.‖                        —Chinese Proverb*



   *Courtesy Tom Morris, The Art of Achievement
 ―Never apologize
for showing feeling.
 When you so, you
    apologize for
   the truth.‖
             —Disraeli
Stay Hungry.
Stay Foolish.
     Steve Jobs
People
Power!
People Power:
“Brand You”
    Days
People Power:
     The
 Talent50
People Power:
“Brand You”
    Days
      ―One of the defining
characteristics [of the change] is
  that it will be less driven by
 countries or corporations and
more driven by real people. It will
    unleash unprecedented creativity,
advancement of knowledge, and economic
 development. But at the same time, it will
tend to undermine safety net systems and
penalize the unskilled.‖ —Clyde Prestowitz, Three Billion
                      New Capitalists
‚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
     ―You are the
  storyteller of your
own life, and you can
   create your own
 legend or not.‖   —Isabel

         Allende
―Imagine you are sitting next to a
stranger at dinner and you have
  to describe your job in one
   sentence       that they can
 understand. If you fail this test,
you are either a nuclear physicist
  or your job shouldn‘t exist.‖
  —Lucy Kellaway/personal relevance test/FT/0206.06
   Personal ―Brand Equity‖ Evaluation
– I am known for [2 to 3 things]; next year at this
  time I‘ll also be known for [1 more thing].
– My current Project is challenging me …
– New things I‘ve learned in the last 90 days
  include …
– My public ―recognition program‖
  consists of …
– Additions to my Rolodex in the last 90 days
  include …
– My resume is discernibly different
  from last year‘s at this time …
           R.D.A.
      Rate: 15%?, 25%?

Therefore: Formal ―Investment

    Strategy‖/    R.I.P.*
        *Renewal Investment Plan
 ―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
Distinct … or
 … Extinct
                    New Work SurvivalKit.2006
1. Mastery! (Best/Absurdly Good at Something!)
2. ―Manage‖ to Legacy (All Work = ―Memorable‖/―Braggable‖ WOW Projects!)
3. A ―USP‖/Unique Selling Proposition (R.POV8: Remarkable Point of
   View … captured in 8 or less words)
4. Rolodex Obsession (From vertical/hierarchy/―suck up‖ loyalty to
   horizontal/―colleague‖/―mate‖ loyalty)
5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small
   Opp for Independent Action beats faceless part of Monster Project)
6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)
7. Master of Improv (Play a dozen parts simultaneously, from
   Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring ―interesting you‖ to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
    Web site? Do you Blog?)
11. Embrace ―Marketing‖ (Your own CSO/Chief Storytelling Officer)
12. Passion for Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time! Leave last!)
    Joe J. Jones
     1942 – 2006
HE WOULDA DONE SOME
  REALLY COOL STUFF
       BUT …
HIS BOSS WOULDN‘T   LET
        HIM!
   T. J. Peters
    1942 – 2---

HE WAS A PLAYER!
‚It‘s always
showtime.‖
 —David D‘Alessandro, Career Warfare
   Getting to WOW
Through Mastery of …
   The Sales25.
 Getting Things Done:   The


      Power &
Implementation34.
 Presentation
Excellence: The
   PresX56
The Interviewing
  Excellence:
  The IntX31
People Power:
     The
 Talent50
1. People
  First!
―The Creative Age
is a wide-open
game.‖                   —Richard Florida,
    The Rise of the Creative Class
Whoops: Jack
 didn‘t have a
    vision!*
 *GE = ―Talent Machine‖ (Ed Michaels)
―When land was the scarce
 resource, nations battled
  over it. The same is
happening now for
 talented people.‖
  Stan Davis & Christopher Meyer, futureWEALTH
2. Soft Is
  Hard.
  Message: Leading
 ―Talent‖ 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.
    3. FUNDAMENTAL
PREMISE: We Are in an Age
     of Talent/Creativity/
 Intellectual-capital Added.
―Human creativity
  is the ultimate
    economic
resource.‖                     —Richard Florida,
    The Rise of the Creative Class
  Agriculture Age (farmers)
Industrial Age (factory workers)
 Information Age (knowledge
                workers)
Conceptual Age (creators and
             empathizers)

     Source: Dan Pink, A Whole New Mind
     4. Talent
  ―Excellence‖ in
   Every Part of
Every Organization.
    Wegman‘s:


#1/100
―Best Companies to
 Work for‖/2005
 5. P.O.T./
 Pursuit Of
  Talent =
OBSESSION.
  ―The leaders of Great
Groups love talent and
  know where to find it.
  They revelin the
talent of others.‖
   —Warren Bennis & Patricia Ward Biederman, Organizing Genius
Les Wexner: From
sweaters to …
  people!
6. Talent Masters
  Understand
    Talent‘s
  Intangibles.
Q:   ―If it were your $50K [life‘s
       savings] and my $50K, what
      sort of Waiters would we
      look for?‖
A:   ‚Enthusiasts!‖
Visibly energetic /Passionate/Enthusiastic … about everything.
       Engaging/Inspires others. (Inspires the interviewer!)
                   Loves messes & pressure.
                    Impatient/ Action fanatic.
                            A finisher.
Exhibits: Fat ―WOW Project‖ Portfolio. (Loves to talk about her work.)
                              Smart.
       Curious/ Eclectic interests/ A little (or more) weird.
      Well-developed sense of humor/ Fun to be around.
                              ******
 No. 1 re bosses: Exceptional talent selection & development
     record. (Former co-workers: ―Did you visibly grow while
     working with X?‖ /―How has the department/team grown
           on a ‗world-class‘ scale during X‘s tenure?‖)
7. HR Is
―Cool.‖
Chicago:
HRMAC
―support function‖ /
  ―cost center‖ /
―bureaucratic drag‖

     or …
  Are you …
 ―Rock Stars
    of the
Age of Talent‖?
―HR doesn‘t tend to hire
   a lot of independent
 thinkers or people who
    stand up as moral
  compasses.‖ —Garold Markle,
     Shell Offshore HR Exec (FC/08.05)
8. HR Sits at
 The Head
  Table.
DD$21M
A review of Jack and Suzy Welch‘s Winning claims there are but
two key differentiators that set GE ―culture‖ apart from the herd:
First: Separating financial forecasting and performance
measurement. Performance measurement based, as it usually is, on
budgeting leads to an epidemic of gaming the system. GE‘s performance
measurement is divorced from budgeting—and instead reflects how you do
relative to your past performance and relative to competitors‘ performance; ie it‘s
about how you actually do in the context of what happened in the real world, not
as compared to a gamed-abstract plan developed last year.




Second: Putting HR on
 a par with finance
 and marketing.
9. Re-name
  ―HR.‖
  Talent
Department
    People Department

Center for Talent Excellence

Seriously Cool People Who
    Recruit & Develop
  Seriously Cool People

            Etc.
10. There Is an
―HR Strategy‖/
 ―HR Vision‖
―Omnicom very simply is
about talent. It‘s about the
  acquisition of talent,
providing the atmosphere
  so talent is attracted
       to it.‖ —John Wren
          Our Mission
To develop and manage talent;
       to apply that talent,
      throughout the world,
    for the benefit of clients;
     to do so in partnership;
       to do so with profit.
                WPP
           EVP/
What‘s your company‘s …




         IBP?*
 *Employee Value Proposition, per Ed Michaels et al., The War for Talent;
               IBP/Internal Brand Promise per TP
    EVP/IBP = Remarkable
challenges, rapid professional
  growth, wholesale respect,
     deep satisfaction, fun,
    stunning opportunities,
exceptional rewards, amazing
peer group, full membership in
 Club Adventure, maximized
      future employability
11. Acquire
for Talent!
Omnicom's acquisitions: ―not for

      ―buying
size per se‖;

 talent;‖ ―deepen a
  relationship with a client.‖
         Source: Advertising Age
12. There Is a
 FORMAL
Recruitment
 Strategy.
“Busy Executives
  Fail To Give
   Recruiting
   Attention It
   Deserves”
    —Headline, WSJ, 1121.05
Cirque du
 Soleil!
   Cirque du Soleil: Talent
   (12 full-time scouts,
database of 20,000). R&D                                        (40%

  of profits; 2X avg corp). Controls (shows are profit centers;
  partners like Disney offset costs; $100M on $500M). Scarcity
  builds buzz/brand (1 new show per year. ―People tell me
we‘re leaving money on the table by not duplicating our shows. They‘re
                 right.‖ —Daniel Lamarre, president).

 Source: ―The Phantasmagoria Factory‖/Business 2.0/1-2.2004
13. There Is a FORMAL
Leadership Development
        Strategy.
DD: 0 to 60mph
  in a flash
  (months)
    Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change
*Change is motivated by fear
*The facts will set us free

*Small, gradual changes
 are always easier to
 make and sustain
*We can‘t change because our brains become
 ―hardwired‖ early in life

Source: Fast Company/05.2005
14. There is a
―World Class‖
 Leadership
Development
  CENTER.
Crotonville!
15. There Is a
   FORMAL
STRATEGIC HR
Review Process.
  ―In most companies, the Talent Review Process is a
farce. At GE, Jack Welch and his two top HR people visit
   each division for a day. They review the top 20 to 50
       people by name. They talk about Talent Pool

             The Talent Review
strengthening issues.

 Process is a contact sport at
GE; it has the intensity and the
  importance of the budget
process at most companies.‖
                        —Ed Michaels
 16. ―People‖/
Talent‖ Reviews
 Are the FIRST
   Reviews.
17.    HR Strategy =
      BUSINESS
       Strategy.
           Wegman‘s:                  #1/100
         Best Companies to Work for
                  84%: Grocery stores ―are all alike‖
46%: additional spend if customers have an ―emotional connection‖ to
          a grocery store rather than ―are satisfied‖ (Gallup)
 ―Going to Wegman‘s is not just shopping, it‘s an event.‖   —Christopher
                         Hoyt, grocery consultant



     ―You cannot separate
their strategy as a retailer
 from their strategy as an
   employer.‖                        —Darrell Rigby, Bain & Co.
Cirque du
 Soleil!
 18. Make it a
 ―Cause Worth
Signing Up For.‖
 ―People want to be part of
    something larger than
themselves. They want to be
  part of something they‘re
 really proud of, that they‘ll
    fight for, sacrifice for ,
  trust.‖ —Howard Schultz, Starbucks (IBD/09.05)
19. Unleash
―Their‖ Full
 Potential!
―Firms will not ‗manage the careers‘
   of their employees. They will
  provide opportunities to
   enable the employee to
    develop identity and
 adaptability and thus be in
  charge of his or her own
career.‖  —Tim Hall et al., ―The New Protean Career Contract‖
    A ―Life
RE/MAX:

  Success
 Company‖
Source: Everybody Wins, Phil Harkins & Keith Hollihan
―No matter what the situation,
 [the great manager‘s] first response is

     always to think about the
individual concerned and how
things can be arranged to help
    that individual experience
        success.‖ —Marcus Buckingham,
          The One Thing You Need to Know
20. Set Sky
   High
Standards.
            Did We Say ―Talent Matters‖?

 ―The top software developers are more
   productive than average software
developers not by a factor of 10X or 100X,
              or even 1,000X, but


10,000X.”
    —Nathan Myhrvold, former Chief Scientist, Microsoft
21. Enlist
Everyone in
 Challenge
Century21.
Distinct…

  Extinct
or …
                         New Work SurvivalKit.2006
1. Mastery! (Best/Absurdly Good at Something!)
2. ―Manage‖ to Legacy (All Work = ―Memorable‖/―Braggable‖ WOW Projects!)
3. A ―USP‖/Unique Selling Proposition (R.POV8: Remarkable Point of
   View … captured in 8 or less words)
4. Rolodex Obsession (From vertical/hierarchy/―suck up‖ loyalty to
   horizontal/―colleague‖/―mate‖ loyalty)
5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small
   Opp for Independent Action beats faceless part of Monster Project)
6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)
7. Master of Improv (Play a dozen parts simultaneously, from
   Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring ―interesting you‖ to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
    Web site? Do you Blog?)
11. Embrace ―Marketing‖ (Your own CSO/Chief Storytelling Officer)
12. Passion for Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time! Leave last!)
22. Pursue
 the Best!
―best person in
the world‖ —Arthur Blank
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
23. Up or
  Out.
―We believe companies can increase their market cap 50
 percent in 3 years. Steve Macadam at Georgia-Pacific

 changed 20 of his 40 box
plant managers to put more
   talented, higher paid
managers in charge. He increased
  profitability from   $25 million to $80 million in 2
            years.‖ —Ed Michaels, War for Talent
24. Ensure that
  the Review
 Process Has
 INTEGRITY.
           25 =
           100*
* ―But what do I do that‘s more important than developing
    people? I don‘t do the damn work. They do.‖—GS
25. Pay Up!
    ―Top performing
companies are two to four
times more likely than the
 rest to pay        what it
takes    to prevent losing
 top performers.‖          —Ed Michaels,

          War for Talent
                       Costco
   *$17/hour (42% above
 Sam‘s); very good health
plan; low t/o, low shrinkage
*Low margins (―When I started, Sears, Roebuck
 was th Costco of the country, but they allowed
someone to come in under them‖—Jim Sinegal)

 Source: ―How Costco Became the Anti-Wal*Mart/NYT/07.17.05
26. Training I:
 Train! Train!
    Train!
     3 Weeks in May

―Training‖ & Prep: 187
      ―Work‖: 41
     (―Other‖: 17)
 1%

 vs.

367%
 Divas do it. Violinists do it.
Sprinters do it. Golfers do it.
 Pilots do it. Soldiers do it.
 Surgeons do it. Cops do it.
Astronauts do it. Why don‘t
 businesspeople do it?
   ―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
27. Training II:
100% ―Business
   People.‖
28. Training III:
    100%
  LEADERS.
―I start with the premise
   that the function of
leadership is to produce
 more leaders, not more
    followers.‖—Ralph Nader
29. Training IV:
Boss as Trainer-
   in-Chief.
―Workout‖ = 24
  DPY in the
  Classroom
30. Training V:
 The REAL
Bedrock of the
―Talent Thing.‖
    ―My wife and I went to a [kindergarten] parent-teacher
 conference and were informed that our budding refrigerator
      artist, Christopher, would be receiving a grade of
   Unsatisfactory in art. We were shocked. How could any
child—let alone our child—receive a poor grade in art at such

         His teacher informed
 a young age?

us that he had refused to color
 within the lines, which was a
     state requirement for
 demonstrating ‗grade-level
  motor skills.‘ ‖ —Jordan Ayan, AHA!
       ―Thomas Stanley has not
   Ye gads:

only found no correlation between
success in school and an ability to
 accumulate wealth, he‘s actually
found a negative correlation. ‗It seems
   that school-related evaluations are poor predictors of economic
    success,‘ Stanley concluded. What did predict success was a
 willingness to take risks. Yet the success-failure standards of most
  schools penalized risk takers. Most 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.‖
  Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins
             15 ―Leading‖ Biz Schools



           Design/Core:            0
          Design/Elective: 1

        Creativity/Core:             0
       Creativity/Elective: 4

       Innovation/Core:                 0
      Innovation/Elective: 6
Source: DMI/Summer 2002/Research by Thomas Lockwood
31. Wide-open
Communication:
NO BARRIERS.
 ―The organizations we created have
  become tyrants. They have taken
control, holding us fettered, creating
barriers that hinder rather than help
 our businesses. The lines that we
  drew on our neat organizational
 diagrams have turned into walls
that no one can scale or penetrate
or even peer over.‖ —Frank Lekanne Deprez & René
      Tissen, Zero Space: Moving Beyond Organizational Limits
32. Respect!
―What creates trust,
   in the end, is the
  leader‘s manifest
    respect for the
 followers.‖      — Jim O‘Toole, Leading
         Change
  ―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

                   He was
   bishop or a college president.

   seriously interested in
  who you were and what
  you had to say.‖                      —Sara Lawrence-

                   Lightfoot, Respect
―Empowerment‖ =
   Trust
    Source: Barry Gibbons
33. Embrace
 the Whole
 Individual.
34. Build
Places of
―Grace.‖
  Rodale‘s on ―Grace‖ …

 elegance … charm …
loveliness … poetry in
motion … kindliness ...
    benevolence …
    benefaction …
compassion … beauty
35. MBWA*:
  Visible
Leadership!
 *Managing By Wandering Around
 ―The first and greatest
imperative of command
   is to be present in
   person. Those who
  impose risk must be
seen to share it.‖           —John Keegan,

       The Mask of Command
36. Thank
  You!
―The deepest human need
     need to be
 is the
  appreciated.‖
          —William James
37. Promote for
―people skills.‖
 (THE REST IS
  DETAILS.)
 ―When assessing candidates, the first
   thing I looked for was energy and
 enthusiasm for execution. Does she
talk about the thrill of getting things
 done, the obstacles overcome, the
role her people played —or does she
  keep wandering back to strategy or
 philosophy?‖ —Larry Bossidy, Honeywell/AlliedSignal, in Execution
38. Honor
 Youth.
 ―Why focus on these late teens and twenty-
  somethings? Because they are the
   first young who are both in a
 position to change the world, and
 are actually doing so. … For the first
time in history, children are more comfortable,
 knowledgeable and literate than their parents
 about an innovation central to society. … The
   Internet has triggered the first industrial
 revolution in history to be led by the young.‖
                The Economist
39. Provide Early
  Leadership
 Assignments.
  The

WOW!
 Project
40. Create a
FORMAL
System of
Mentoring.
  W. L. Gore
Quad/Graphics
41. Diversity!
   ―To be a leader in
 consumer products,
  it‘s critical to have
      leaders who
     represent the
population we serve.‖
     —Steve Reinemund/PepsiCo
 ―We want our associate
 population to mirror our
  customer population at
    every level, from the
executive suite all the way
to the retail floor.‖      —Larry Johnston,
         CEO, Albertsons
42. WOMEN
  RULE.
  “AS LEADERS,
 WOMEN RULE: New
Studies find that female
managers outshine their
 male counterparts in
almost every measure‖
     Title, Special Report/BusinessWeek
    ―On average, women and men
possess a number of different innate
skills. And current trends suggest
that many sectors of the twenty-
     first-century economic
community are going to need the
   natural talents of women.‖
  Helen Fisher, The First Sex: The Natural Talents of Women
            and How They Are Changing the World
   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. —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
   Hazel Blears, England‘s first female police minister
   (per The Times, 7 March): ―Blears believes the new
 [neighborhood policing, ―broken windows‖] approach
requires skills other than the police‘s traditional ‗control
   and command‘ style, and she clearly thinks women
officers are right for the task. ‗Many of the women in the
service are very good at getting other people to join the
   police in fighting crime. The police need new skills
  around influence. When we talk about neighborhood
 policing and antisocial behavior you have to be able to
     draw in other people to help you resolve these
 problems.‘ Blears leaves an impression in everything
 she says that her belief is that women officers may be
  much better at this than their male colleagues, but,
      of course, she is much too politic to say so.‖
                 U.S.          G.B. E.U. Ja.
M.Mgt.           41%           29% 18% 6%
T.Mgt.           4%            3%   2%   <1%
Peak Partic. Age 45            22   27   19
% Coll. Stud.    52%           50% 48% 26%


Source: Judy Rosener, America‘s Competitive Secret
????????
             The Core Argument
1. We are in a War for Talent.
2. The war will intensify.
3. Women are under-represented in our
   leadership ranks.
4. Women and men are different.
5. Women‟s strengths match the New Economy‟s
   leadership needs—to a striking degree.
6. Women are also the principal purchasers
   of goods and services—retail and commercial.
7. Ergo, women are a large part of “the answer”
  to the War for Talent issue/opportunity.
    43. Hire
(& Protect!)   Weird!
 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
     ―Are there
enough weird
people in the lab
these days?‖                —V. Chmn., pharmaceutical
       house, to a lab director
                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
                        Why Do I love Freaks?

(1) Because when Anything Interesting happens … it was a freak
who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.)
(3) We need freaks. Especially in freaky times. (Hint: These are freaky
times, for you & me & the CIA & the Army & Avon.)
(4) A critical mass of freaks-in-our-midst automatically make us-who-
are-not-so-freaky at least somewhat more freaky. (Which is a Good
Thing in freaky times—see immediately above.)
(5) Freaks are the only (ONLY) ones who succeed—as in, make it into
the history books.
(6) Freaks keep us from falling into ruts. (If we listen to them.) (We
seldom listen to them.) (Which is why most of us—and our
organizations—are in ruts. Make that chasms.)
44. We Are All
   Unique.
              One
Beware Standardized Evals:

size NEVER fits
all. One size fits
one.       Period.
   53 Players =
   53 Projects =
   53 different
success measures.
45. Capitalize
on Strengths.
 ―The key difference between
 checkers and chess is that in
 checkers the pieces all move
   the same way, whereas in
   chess all the pieces move
differently. … Discover what is
unique about each person and
 capitalize on it.‖ —Marcus Buckingham,
         The One Thing You Need to Know
   ―The mediocre manager believes that
  most things are learnable and therefore
    that the essence of management is to
  identify ach person‘s weaker areas and
     eradicate them. The great manager
believes the opposite. He believes that the
  most influential qualities of a person are
  innate and therefore that the essence of
   management is to deploy these innate
 qualities as effectively as possible and so
drive performance.‖ —Marcus Buckingham, The One
              Thing You Need to Know
46. Bosses
―Win People
  Over.‖
PJ:―Coaching
  is winning
players over.‖
47. GOAL:
Voyages of
  Mutual
 Discovery.
―I don‘t
know.‖
Quests!
     Organizing Genius / Warren Bennis
        and Patricia Ward Biederman

  ―Groups become great only when
   everyone in them, leaders and
members alike, is free to do his or
      her absolute best.‖
―The best thing a leader can do for a
   Great Group is to allow its
  members to discover their
       greatness.‖
  Leadership‟s Mt Everest!

―free to do his or her
  absolute best‖ …
―allow its members to
    discover their
     greatness.‖
 48. Foster
Independence.
 ―You must realize that how you invest your human
   capital matters as much as how you invest your
 financial capital. Its rate of return determines your
    future options. Takea job for what it
   teaches you, not for what it pays.
Instead of a potential employer asking,
‗Where do you see yourself in 5 years?‘
 you‘ll ask, ‗If I invest my mental assets
  with you for 5 years, how much will
  they appreciate? How much will my
  portfolio of career options grow?‘ ‖
     Source: Stan Davis & Christopher Meyer, futureWEALTH
49. Enthusiasm!
―It‘s simple, really,
Tom. Hire for s,
   and, above all,
promote for s.‖
    —Starbucks follower/WS analyst
50. Talent
= Brand.
          The Top 5 ―Revelations‖
             Better talent wins.
Talent management is my job as leader.
  Talented leaders are looking for the
            moon and stars.
Over-deliver on people‘s dreams – they
            are volunteers.
  Pump talent in at all levels, from all
   conceivable sources, all the time.
     Source: Ed Michaels et al., The War for Talent
                The Talent50
1. People first!
2. Soft is Hard.
3. FUNDAMENTAL PREMISE: We are in an Age
   of Talent/ Creativity/ Intellectual-capital
   Added.
4. Talent ―excellence‖ in every part of the
   organization.
5. P.O.T./Pursuit Of Talent = Obsession.
6. HR sits at      The Head Table.
7. HR is ―cool.‖
Brand =
Talent.
   ―I have always
  believed that the
    purpose of the
corporation is to be a
   blessing to the
  employees.‖ —Boyd Clarke
  Message: Leading
 ―Talent‖ 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.
   Re-imagine
Leadership.2006:
The Passion
Imperative.
Lead It …
  Loud!
  ―The Bottleneck is at
  the Top of the Bottle‖
 ―Where are you likely to find people with the least diversity of
experience, the largest investment in the past, and the greatest
                reverence for industry dogma?




   At the top!”
  — Gary Hamel/―Strategy or Revolution‖/Harvard Business Review
Create a
 Cause!
    ―Create a
G.H.:

‗cause,‘ not a
 ‗business.‘ ‖
 ―People want to be part of
    something larger than
themselves. They want to be
  part of something they‘re
 really proud of, that they‘ll
    fight for, sacrifice for ,
  trust.‖ —Howard Schultz, Starbucks (IBD/09.05)
 Think
Legacy!
  ―Management has a lot to do with
 answers. Leadership is a function of
questions. And the first question for a

        ‗Who do
leader always is:

we intend to be?‘
 Not ‗What are we going to do?‘ but
     ‗Who do we intend to be?‘‖
          —Max De Pree, Herman Miller
―In 1933, Thomas J. Watson Sr. gave a
        speech at the World‘s
      Fair, ‗World Peace through

           We stood
  World Trade.‘

    for something,
     right?‖         —Sam Palmisano
   CEO Assignment2002 (Bermuda):
 ―Please leap forward to 2007, 2012, or
  2022, and write a business history of
      What will have been
Bermuda.
said about your company
  during your tenure?‖
 Ah, kids: ―What is your vision for
     the future?‖ ―What have you
accomplished since your first book?‖
  ―Close your eyes and imagine me
 immediately doing something about
 what you‘ve just said. What would it
    be?‖ ―Do you feel you have an
obligation to ‗Make the world a better
                place‘?‖
Find ‘em!
        Jack
―The‖ Secret:

didn‘t have a
  ―vision‖!
        From
Les Wexner:
sweaters to …
   people!
Respect ‘em!
             Amen!

―What creates trust, in
the end, is the leader‘s
 manifest respect for
    the followers.‖
     — Jim O‘Toole, Leading Change
 “Don‟t
belittle!”
   —OD Consultant
  ―It was much later that I realized Dad‘s secret. He
 gained respect by giving it. He talked and listened to
  the fourth-grade kids in Spring Valley who shined
shoes the same way he talked and listened to a bishop

                He was
       or a college president.

    seriously interested
      in who you were
     and what you had
    to say.‖             —Sara Lawrence-Lightfoot, Respect
  ―We behaved as if we were
   guests in their house. We
     treated them not as a
defeated people, but as allies.
  Our success became their
 success.‖                —―How One Soldier Brought Democracy to
Iraq: The Mayor of Ar Rutbah‖ (MAJ James Gavrilis/USA Special Forces)
 Make It a
  Grand
Adventure!
―Ninety percent of what
 we call ‗management‘
  consists of making it
difficult for people to get
  things done.‖  – Peter Drucker
Quests!
―I don‘t
know.‖
     Organizing Genius / Warren Bennis
        and Patricia Ward Biederman

  ―Groups become great only when
   everyone in them, leaders and
members alike, is free to do his or
      her absolute best.‖
―The best thing a leader can do for a
   Great Group is to allow its
  members to discover their
       greatness.‖
   Leadership‟s Mt Everest

―free to do his or her
  absolute best‖ …
―allow its members to
    discover their
     greatness.‖
―The role of the Director
   is to create a space
    where the actor or
  actress can become
 more than they‘ve ever
 been before, more than
   they‘ve dreamed of
being.‖ —Robert Altman, Oscar acceptance
   ―We are a
‗life Success
 Company‖‘
    founder, RE/MAX
 ― If your actions inspire
  others to dream more,
learn more, do more and
become more, you are a
   leader." —John Quincy Adams
―Never doubt that a small
   group of committed
 people can change the
    world. Indeed it is
 the only thing that ever
      has.‖ —Margaret Mead
―In the end, management
 doesn‘t change culture.
 Management invites the
    workforce itself to
   change the culture.‖
         —Lou Gerstner
―In the end, management
 doesn‘t change culture.
 Management invites the
    workforce itself to
   change the culture.‖
         —Lou Gerstner
Trumpet an
Exhilarating
  Story!
  ―Leaders don‘t just make
products and make decisions.

Leaders make
  meaning.‖
         – John Seely Brown
     Best Story Wins!
―A key – perhaps the key – to
        leadership is
      the effective
   communication
     of a story.‖
      —Howard Gardner/Leading Minds:
        An Anatomy of Leadership
      Language Power!

  ―… the language we
speak determines how
 we react to the world
 around us …‖                —Diane Ackerman/
        An Alchemy of Mind
Wow!
Live Your
 Story!
MBWA*
  *HS/25+
    ―I‘m always stopping by our

    at least 25
 stores—

a week. I‘m also in other
places: Home Depot, Whole Foods,
   Crate & Barrel. … I try to be
   a sponge to pick up as much
     as I can. …‖ —Howard Schultz

 Source: Fortune, ―Secrets of Greatness,‖ 0320.2006
―To change minds effectively,
 leaders make particular use
  of two tools: the stories that
   they tell and the lives that
they lead.‖ —Howard Gardner, Changing Minds
―It is necessary for the
   President to be the
        nation‘s …
 No. 1 actor.‖
          FDR
 ‚You must        be
the change you wish
to see in the world.‖
         Gandhi
  ―The first and greatest
imperative of command is
 to be present in person.
 Those who impose risk
must be seen to share it.‖
    —John Keegan, The Mask of Command
You = Your
calendar*
 *Calendars NEVER lie!!
  ―Works 100% of the
time!‖ (Heads for the front-line
folks, asks them for input—and is
    comfortable with them*)

          *Didn‘t hurt that he spoke Spanish

    Source: CEO, security services company, Spain
Try It!
Sam‘s Secret   #1!
―Fail faster.
 Succeed
 sooner.‖
    David Kelley/IDEO
―Reward excellent
 failures. Punish
mediocre successes.‖
      Phil Daniels, Sydney exec
Insist on
 Speed!
―We don‘t sell insurance

      We sell
anymore.

    speed.‖
      Peter Lewis, Progressive
―Strategy meetings held
once or twice a year‖ to
 ―Strategy meetings
needed several times
       a week‖
  Source: New York Times on Meg Whitman/eBay
 ―If things seem
 under control,
 you‘re just not
   going fast
enough.‖ —Mario Andretti
Demand
Action!
   ―We     have a
‘strategic’ plan. It’s
     called ‘doing
   things.’‛— Herb Kelleher
―The most successful
people are those who
     are good at
 plan B.‖         —James Yorke, mathematician,
    on chaos theory in The New Scientist
 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!)
A man approached JP Morgan, held up an envelope, and said,
  ―Sir, in my hand I hold a guaranteed formula for success,
            which I will gladly sell you for $25,000.‖
    ―Sir,‖ JP Morgan replied, ―I do not know what is in the
       envelope, however if you show me, and I like it, I
 give you my word as a gentleman that I will pay you what you
                            ask.‖
 The man agreed to the terms, and handed over the envelope.
JP Morgan opened it, and extracted a single sheet of paper. He
gave it one look, a mere glance, then handed the piece of paper
                        back to the gent.


         And paid him the
       agreed-upon $25,000.
1. Every morning, write
     a list of the things
     that need to be done
     that day.

2.   Do them.
 Source: Hugh MacLeod/tompeters.com/NPR
 Relentless!*
*Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs),
  UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay,
    Nixon-Kissinger, Gerstner, Rice, Jordan, Armstrong
 ―This [adolescent] incident [of getting from point A to point B] is
      notable not only because it underlines Grant‘s fearless
horsemanship and his determination, but also it is the first known
     example of a very important peculiarity of his character:

  Grant had an extreme, almost
  phobic dislike of turning back
 and retracing his steps. If he set out for
somewhere, he would get there somehow, whatever the difficulties
 that lay in his way. This idiosyncrasy would turn out to be one the
   factors that made him such a formidable general. Grant would
always, always press on—turning back was not an option for him.‖
                   —Michael Korda, Ulysses Grant
  1 of 2,400



6:15A.M.
Cut the
 Crap!
“Realism is
the heart of
execution.”
 —Larry Bossidy & Ram Charan/Execution:
  The Discipline of Getting Things Done
 “robust
dialogue”
—Larry Bossidy & Ram Charan/ Execution:
 The Discipline of Getting Things Done
 ―GE has set a standard
of candor. … There is no
puffery. … There isn‘t an
  ounce of denial in the
  place.‖ —Kevin Sharer, CEO Amgen,
       on the ―GE mystique‖ (Fortune)
  Eat
Change!
 ‚We eat
change for
breakfast!
 —Harry Quadracci, QuadGraphics
Put Women
in Charge!
   “AS
 LEADERS,
  WOMEN
RULE:                   New Studies find that
 female managers outshine their male
counterparts in almost every measure‖
       Title, Special Report/BusinessWeek
   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. —Judy B. Rosener,
      America‘s Competitive Secret: Women Managers
 Dispense
Enthusiasm!
 BZ: ―I am a …
Dispenser of
Enthusiasm!‖
―Nothing is so
contagious as
enthusiasm.‖
   —Samuel Taylor Coleridge
  ―Most important,
  upped the
 he
energy level at
Motorola.‖   —Fortune on Ed Zander/08.05
  ―A man without a
smiling face must not
open a shop.‖                        —Chinese Proverb*



   *Courtesy Tom Morris, The Art of Achievement
                       ―If
 James Woolsey, former CIA director:

you‘re enthusiastic about
the things you‘re working
 on, people will come ask
   you to do interesting
          things.‖
 ―Before you can inspire with
    emotion, you must be
  swamped with it yourself.
  Before you can move their
tears, your own must flow. To
  convince them, you must
yourself believe.‖ —Winston Churchill
Excellence.
 Always.
          And the Winner is …
1. Audacity of Vision
2. Innovation/R&D/Design
3. Talent Acquisition & Development
4. Resultant ―Experience‖
5. Strategic Alliances
6. Operations
7. Financial Management
8. Overall/Sustaining Excellence
9. ―Wow!‖
10. Lovemark!
 Cirque
du Soleil!
ExIn*: 1982-2002/Forbes.com
DJIA: $10,000 yields $85,500
 EI: $10,000 yields $140,050


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

    *Tom Watson sr/1 minute
   Leader Job No.1



   Paint
Portraits of
Excellence!
Engaged.
       In
  What is

Search of
Excellence
  all about?
What is In Search of Excellence all about:

        People.
        Emotion.
      Engagement.
     Empowerment.
         Caring.
―Tell me, what is
it you plan to do
  with your one
     wild and
 precious life?‖
      —Mary Oliver
Radiate
Passion!
               Charles Handy on the ―Alchemists‖:


     ―Passion was what drove
    these people, passion for
   their product, passion for
  their cause. If you care enough, you will find out
what you need to know. Or you will experiment and not worry if the

 experiment goes wrong.    Passion                 as the secret to
learning is an odd secret to propose, but I believe that it works at

 all levels and at all ages. Sadly,   passion              is not a
      word often heard in the elephant organizations, nor in
            schools, where it can seem disruptive.‖
 ―Never apologize
for showing feeling.
 When you so, you
    apologize for
   the truth.‖
             —Disraeli
Stay Hungry.
Stay Foolish.
     Steve Jobs
―The eloquent man is he
  who is no beautiful
  speaker, but who is
      inwardly and
desperately drunk with a
certain belief.‖
               —Ralph Waldo Emerson
Keep It
Simple!
         Sir Richard‘s Rules:

     Follow your passions.
         Keep it simple.
Get the best people to help you.
      Re-create yourself.
              Play.
        Source: Fortune on Branson
     JW‘s ―4Es‖

  Energy
Enthusiasm
   Edge*
 Execution
 *Speed, RFA, Competitive
 Avoid …
Moderation!
                 Kevin Roberts‘ Credo

1. Ready. Fire! Aim.
2. If it ain‘t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.

10. Avoid moderation!
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
Free the
Lunatic
Within!
―You can‘t behave in a
calm, rational manner.
 You‘ve got to be out
 there on the lunatic
    fringe.‖— Jack Welch
        ―I don‘t know
TP/Chile:

  if it‘s ‗possible.‘
    I do know it‘s
    ‗necessary.‘‖
No Less Than
 Excellence.
    Ever.
Gaspworthy!
 Remember
Lord Nelson!
            ―[Other]
Nelson‘s secret:

   admirals more
    frightened of
losing than anxious
        to win‖
  ―the wildest
 chimera of a
  moonstruck
mind‖ —The Federalist on TJ‘s Louisiana Purchase
     The
Irreducible209
 A frustrated participant at a seminar for investment
   bankers in Mauritius listened impatiently to my
explanation of differences of opinion among me, Mike
Porter, Gary Hamel, Jim Collins, etc. Finally, he‘d had
 enough. ―What,  if anything,‖ he
   asked, ―do you believe ‗for
  sure‘?‖ I mumbled something, but his query
started rumbling around in my mind. Three days later,
  wandering on a Sunday in London, the idea of ―the
                 irreducibles‖ occurred to
  me—and I started jotting down notes on stuff I do
indeed believe ―for sure.‖ Before I knew it, a few days
  later, the list had grown to 209 items. Hence ―The
               Irreducible209‖ that follows.
                     Tom Peters
1. Hare 1, Tortoise 0. (Hare-y times.)
2. Tempo. (O.O.D.A.)
3. MBWA.
4. Appreciation. (“Motivator” #1.)
   (Can‟t be faked. Good.)
5. Decency.
6. Hurry.
7. Time out.
8. One matters.
9. Big change. Short time. (Alt not work.)
10. Excellence. Always.
11. Passion. Energy. Hustle. Enthusiasm.
    Exuberance. (Move mountains. No alt.)
12. You must care.
13. Emotion.
14. Hard is soft. (Soft is hard.)
15. Men. Women. Different. Contend. Connect.
16. Women. Buy. All. (RU listening?)
17. Quality. (“Mind-blowing.” Beyond 6-Sigma.)
18. Re-invent. Re-pot. (Required.)
19. Jaywalk.
20. Big change. Small # of people. (Always.)
21. Experiment. Now.
22. Failure. Normal.
23. Most failures, most success.
    (Fail. Forward. Fast.)
24. “Reward excellent failures. Punish
    mediocre successes.”
25. Women leaders. (Altered times.)
26. Extremism. (Good business. Bad politics.)
27. Innovation source. Only. Extreme irritation.
28. Smile.
29. You must care.
30. Mentor. (Highest ROI.)
31. Best “roster” wins.
32. Wow. (Okay in biz.)
33. We all have customers. (Biz. Personal.)
34. All contacts = Experiences.
35. Cirque du Soleil. (Peerless.)
36. Leaders create space for growth.
37. Quests. (Only.)
38. High aspirations, “high” results.
    (Self-fulfilling prophecy.)
39. Attitude 1, Skills 0. (Mostly.)
    (Attitude 1, Skill 0.3?)
40. Sometimes: Skill 1, Attitude 0.1.
41. Must “love,” not “like.”
42. Wegman‟s.” (No excuses. “Mere” groceries.)
43. Less than your best. Cheating.
44. Brand You. (No alt.)
45. Self-sufficiency. (Biggest LT turn-on.)
46. In the moment.
47. The moment wins.
48. Tomorrow = Never.
49. Action 1, Plan 0.1.
50. “Execution” can be a “system.”
51. Realism.
52. Own up. Move on.
53. Accountability.
54. Work hard > Work smart. (Mostly.)
55. Feedback. Necessary. Fast. (R.F.A. in
    “RFA times.”)
56. Customers. Listen. Lead. (Paradox.)
57. “On stage.” Always. (GW, FDR, RG =
    Supreme actors.)
58. Master statistical analysis.
59. Excellence = Set the table.
60. Legacy. (Will it have mattered?)
61. “Great.” (Why not?)
62. Radicals rule. (Think … Olympics.)
63. !!! = Good.
64. Red 1, Brown 0. (Red times.)
65. Talk. Listen. (“Big 2.” Master.)
66. Politics. (Normal-inevitable state
    of affairs. Master.)
67. Student. Forever.
68. “Why?” (Question #1.)
69. Don‟t belittle.
70. Respect.
71. All we have: this moment.
    (“Moments matter most”?)
72. Now. (Procrastination. Death.)
73. Exercise.
74. Paint. (Leader. Portraits of Excellence.)
75. Best story wins.
76. “You must be the change you wish
    to see in the world.”
77. Two “big ones.” Max. (Priorities.)
78. No “I” in Team. (“I” in Win.)
79. “I” in Win. (No “I” in Team.)
80. Different 1, Better 0. (Better = 0.1)
81. Imitation = Mistake. (Learn, from who?)
82. Choose/battle the “right” competitor.
83. Schools. Creativity. Entrepreneurship.
    (Not.)
84. MBAs. Creativity. Entrepreneurship.
    Leadership. (Not.)
85. Design. Under-rated. Wildly.
    (Still.) (Everything.)
86. You = Calendar. (Calendar. Never. Lies.)
87. Laugh.
88. Handshake. (Quantity. Quality.)
89. Don‟t fold your hands in front of your
     chest. Ever. (Never.)
90. Grace. (“Works” in biz.)
91. Weird. Wins. (Weird times.)
92. Crazy times. Crazy orgs.
93. Internet. All.
94. Women. Boomers-Geezers. Market. All.
95. Passion.       (Repeat. So what?)
96. Energy.        (Repeat. So what?)
97. Hustle.        (Repeat. So what?)
98. Enthusiasm. (Repeat. So what?)
99. Exuberance. (Repeat. So what?)
100. Smile.        (Repeat. So what?)
101. Care.         (Repeat. So what?)
102. Simplicity. Redundancy. Resilience. Bloody-
     mindedness. Visible optimism. (Success.)
103. Act. (Repeat. So what?)
104. Appreciate. (Repeat. So what?)
105. Fun. (Biz. Why not?)
106. Joy. (Biz. Why not?)
107. Sales = Life.
108. Marketing = Life.
109. Long-term. “Top line.”
110. Great company = Creates the most
     individual success stories. (RE/MAX)
111. Talent first, performance byproduct.
112. Sustained Wow* 1, “Shareholder
     value,” 0.2 (*Product, People.)
113. Commitment, by invitation only.
114. Creativity, by invitation only.
115. HR = #1. (Ought to.)
116. Face-to-face. (5K miles, 5 minutes.)
117. Negotiation. Make all winners.
     (Save face.)
118. Grace makes enemies friends.
119. Network.
120. Invest in relationships. (Think ROIR.
     Return On Investment in Relationships.)
118. Relationship investment. Forethought.
     Calendar item. Intensity.
119. Innovation. Easy. (Hang out
     with weird.)
120. Weird = Win. (Weird times.)
121. “The bottleneck is at the top
     of the bottle.”
122. Good Board = Weird Board.
     (At least, surprising.)
123. No contention, no progress.
124. “Crucial conversations.” “Crucial
     confrontations.” (Study. Learn. Do.)
125. Honest feedback.
126. Gaspworthy. Yes.
127. “Insanely great.”
128. “Astonish me.”
129. “Make it immortal.”
130. “Will you remember it in 20 years?”
131. No small opportunities. (Reframe.)
132. One playmate, one playpen = Enough.
133. End run. Sensible.
134. Allies are there for the finding.
135. Find successes. Build on successes.
     (Pos > Neg. Encourage > Fix.)
136. Somebody‟s doing it today. Find „em.
137. Someone is living 2016 in 2006.
     (Find „em. Study „em.)
138. Don‟t “benchmark,” “futuremark.”
     (2016. Happening. Somewhere.)
139. “PMA.” It works.
140. There are no experts. (You are the expert.)
141. Life is short.
142. “Sustained success.” Fat chance.
     Make today matter. (“Sustained.” Ha.)
143. Collaborate. (Networked world.)
144. Go solo. (Individual. Unit of
     Intellectual Capital.)
145. There are no “perfect” plans. (Do. Wins.)
146. Plans motivate. (Right or wrong.
     Sense of purpose.)
147. Never rest.
148. Get some sleep.
149. Winning = Embracing paradox.
150. Ambiguity = Opportunity.
151. Resilience.
152. Relentless-ness.
153. None. Above. Comeuppance.
     (GM. Sears. U.S. Steel. DEC.)
154. Be yourself. Period.
155. Never work with jerks. Including
     customers. (Life. Too short.)
156. Under-promise, over-deliver.
157. Talent. (Powerful word.)
158. “Customer = Anyone whose actions
     affect your results.”
159. Competition stinks. (Seek the soft
     spots where you can dominate.)
160. K.I.S.S./Keep It Simple, Stupid.
161. Beauty. (Good biz word.)
162. “See the beauty in a hamburger bun.”
     (Go. Ray.)
163. Own up. Quick. ( Denial. Cancer.)
164. Celebrate. Often.
165. 78 people = 78 approaches. (Each. Unique.)
166. Weed. Ceaselessly. (Prune. Stupid.
     Rules. Non-stop.)
167. Get out of the way. (You = The problem.)
168. Smile. Sunny. Optimism. (If it kills you.)
169. Flowers. (Cheery workplace.)
170. Enjoy. (Or get the hell.)
171. Be intolerant of “sour.” (1 = Major pollution)
172. No “quick trigger” on promotion.
     (Too important.)
173. Evaluation = Lots of study-time.
174. Evaluation = “Life or death” to evaluee.
175. “360” evaluation. No fad.
176. Exit when you‟re done. (Done.
     Sooner than you think.)
177. Today. Now. My Project. Am. Is. I. Period.
178. “Beautiful” systems. (Good biz phrase.
     Not oxymoron.)
179. Build on strengths > Fix weaknesses.
180. “To don‟t” = “To do.” (“To don‟t” >
     “To do” ?)
181. Leaders “Do” People. (Period.)
182. Leaders enjoy leading.
183. Serious leadership training = Serious.
184. Priorities. Obvious. (Or else.)
185. 5 “Priorities” = 0 Priorities.
     (3 “Priorities” = 0 Priorities?)
186. People. First. Last. Always.
187. It. Is. Always. The. People.
188. Handshake. (Quantity. Quality.)
189. Don‟t fold your hands in front of
     your chest. Ever. (Never.)
190. Simplicity. Redundancy. Resilience.
     Bloody-mindedness. Visible
     optimism. (Success.) (Repeat.)
191. Employee Entrance = Guest
     Entrance.
192. Put the customer SECOND.
     (Thanks, Hal.)
193. Flowers. (Or did I say that before?
     No matter if I did.)
194. Big Mergers don‟t work. Small
     acquisitions can/do work—if you
     don‟t screw with their energy.
195. Instinctively “head for the front
     line.” (In all contexts.)
196. Success = DDMMPR/"D-squared,
     M-squared, PR” = DramDiff +
     Money-Financial Acumen + Good
     “Marketing” Instincts + Stellar People
    + Resilience (The “fab five”: What.
     Every. Small. Biz. Needs.) (Big too.)
197. Core Mechanism (“Game-changing
     Solutions”): PSF (Professional Service
     Firm “model”) + Wow! Projects
     (“Different” vs “Better”) + Brand You
     (“Distinct” or “Extinct”)
198. 2011/2016 has already happened.
     Find it.
199. Kids “know” kids. Oldies “know” oldies.
     Women “know” women. (Staff
     accordingly.)
200. Everybody is my customer.
201. Cosset “vendors.”
202. I want to run a Housekeeping department.
     (And you?)
203. The military doesn‟t follow the “military
     model.” (Initiative = Excellence.)
204. No such thing as “going to absurd lengths”
     to serve the Customer. (HSM & Lefties.)
205. Forget the “customer.” All = “Clients.”
206. It takes decades to get over “sleights.”
     (So don‟t sleight.)
207. Don‟t “dumb down.” Ever.
208. NO LESS THAN
     EXCELLENCE.
     EVER.
209. EXCELLENCE.
     ALWAYS.
 Tom‟s
60TIBs*
  *TIB = This I Believe
EXCELLENCE.
  ALWAYS.
  1. TECHNICOLOR
RULES! (Passion Moves
      Mountains!)
2. Audacity
  Matters!
3. Revolution
    Now!
   4. Question
Authority! (& Hire
  Disrespectful
     People.)
5. Disorganization
Wins! (LOVE THE
       MESS!)
 6. Think 3M: Markets Matter
    Most. ONLY EXTREME
 COMPETITION STAVES OFF
STALENESS. (You can take the
 boy out of Silicon Valley, but
 you can‘t take Silicon Valley
        out of the boy!)
  7. Three Hearty Cheers
 for Weirdos. (Bill Gates,
Steve Jobs, Larry Ellison,
   Scott McNealy, Craig
       Venter et al.)
      8. Message 2006:
Technology Change (Info-
sciences, Biosciences) Is
 in Its Infancy! (WE AIN‘T
    SEE NOTHIN‘ YET!)
9. Everything Is Up For
Grabs! Volatility Is Thy
Name! (Forever & Ever.
 Amen.) RE-INVENT …
        OR DIE!
 10. Big Stinks.
(Mostly.) (VERY
     Mostly.)
11. ―Permanence‖ Is a
 Snare & a Delusion.
 (Forget ―Built to Last.‖
    It‘s Yesterday‘s
   Idea.) (Try ―Built for
        Impact.‖)
    12. ―Kaizen‖
    (Continuous
Improvement) Is VDS/
   Very … Dangerous
      … Stuff.
13. DESTRUCTION
     RULES!
   14. Forget It!
(―Learning‖ = Easy.
―Forgetting‖ = Nigh
  on Impossible.)
15. Innovation Is Easy: Hang
       Out with Freaks.
       (Employees, Board
    Members, Customers,
       Suppliers, Alliance
   Partners, Consultants.)
16. Boring Begets
  Boring. (Cool
  Begets Cool.)
17. Think ―Portfolio.‖
  (We‘re All V.C.s.)
  18. Perception Is All There
Is. (―Insiders‖ … ALWAYS …
overestimate the Radicalism
    of What They‘re Up To.)
   19. Action … ALWAYS …
  Takes Precedence. Think:
   R.F!A./Ready. Fire! Aim.
(REWARD SUCCESS. REWARD
     FAILURE. PUNISH …
            INACTION.)
20. He Who Makes &
Tests the Quickest &
 Coolest Prototypes
       Reigns!
21. Haste Makes
     Waste.
(SO GO WASTE!)
22. Screwups are … the …
Mark of Excellence. (―Do It
 Right the First Time‖ Is
     a Very Stupi Idea.)
 23. Play Hard! Play
Now! (Cherish Play!)
24. TALENT TIME!
(He/She Who Has
the Best ―Roster‖
     Rules!)
25. Re-do Education. Totally.
  (FOSTER CREATIVITY …
  NOT UNIFORMITY.) (THE
   NOISIEST CLASSROOM
           WINS.)
26. Diversity‘s
 Hour Is Now!
27.SHE        …
  Is the Best
    Leader!
     28. MARKETING MANTRA:
    Embrace the ―BIG THREE‖
  Demographics. (1) SHE … is the
  Customer. (For everything.) (2)
  Rapidly Aging Boomers Have …
   ALL THE MONEY. (3) Green
 Matters. (TRILLIONS OF $$$$$ Are
  at Stake.) (NOBODY … Gets It.)
(Mere ―Programs‖ Will Not Suffice.)
29. Re-boot Healthcare.
(UNDERSTATEMENT.)
 30. WHAT ARE WE
SELLING? ―Experiences‖ &
  ―Solutions‖ > ―Quality‖ &
     ―Satisfaction.‖ (The
    Traditional Value-added
    Equation Is Being Set
         on Its Ear.)
31. DESIGN = New
 Seat of the Soul.
   32. Branding Is for …
EVERYONE. He Who Has the
 … BEST STORY … Takes
    Home the Marbles.
33. DRAMATIC
DIFFERENCE =
Only Difference.
34. WORDS/Language
Matters … a Lot. (E.g.:
Three Hearty Cheers
     for ―Wow‖!)
35. WHAT MATTERS
  IS STUFF THAT
MATTERS. (Query #1:
  ―Are You Proud
      of It?‖)
 36. eALL. (IS/IT:
Half-way = No Way.)
  37. DREAM … Big!
 DREAM … Enormous!
DREAM … Gargantuan!
(These Are XXX Times.)
       38. THINK MIKE!
(Michelangelo: ―The greatest
danger for most of us is not
 that our aim is too high and
 we miss it, but that it is too
    low and we reach it.‖)
39. There Is Only …
 ONE BIG ISSUE:
  (Crappy) Cross-
     functional
 Communication.
40. Stop Doing Dumb Stuff.
    (SYSTEMATIZE THE
      PROCESS OF ―UN-
       DUMBING.‖)
 41. Beautiful
Systems Are …
 BEAUTIFUL.
  42. The … WHITE-
       COLLAR
    REVOLUTION
    … Will Devour
Everything in Its Path.
43. Take Charge of
  Your Destiny!
BrandYou Moment!
 DISTINCT … OR
     EXTINCT!
44. ―Powerlessness‖
 Is a State of Mind!
Think: King. Gandhi.
      DeGaulle.
  45. Pursue
Adventure … in
 Every Task.
46. EXCELLENCE …
 Is a State of Mind.
(Excellence Takes a
 Minute.) (No Bull.)
47. SHOW UP! (If
You Care, You‘re
     There.)
48. YOUR CALENDAR
     KNOWS ALL.
  (You = Calendar.)
    (Mind Your ―TO
     DON‘T‖ List.)
49. LIFE IS SALES.
    (The Rest Is
      Details.)
50. Boss Mantra #1:
―I DON‘T KNOW.‖ (―I
   Don‘t Know‖ =
    Permission to
      Explore.)
  51. Management Role 1:
  GET OUT OF THE WAY.
(Clear the Way.) (―Manager‖
     = Hurdle Removal
        Professional.)
 52. Epitaph from Hell:
―He Woulda Done Some
  Truly Cool Stuff …
 But His Boss Wouldn‘t
       Let Him.‖
53. Change Takes
However Long You
  Think It Takes.
    (Eschew …
―Incrementalism.‖)
54. Respect! (Rule 1:
   Don‘t Belittle!)
55. ―Thank You‖
  Trumps All!
 56. Integrity Matters!
Integrity = Credibility.
 (Dennis K. Is a Jerk.)
 57. SOFT IS
HARD. HARD IS
SOFT. (Numbers Are
 Soft. People Are Not.)
58. Try Sunny!
(Sunny Begets
    Sunny.
 Gloomy Begets
   Gloomy.)
59. DISPENSE
ENTHUSIASM   !
 60. FUN …Is Not a 4-
Letter Word. So, too …
  JOY. (And GRACE.)
The End.
EXCELLENCE.
  ALWAYS.

				
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Description: Charles Handy Management Theory document sample