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					    Tom Peters/
  SouthAfrica2002
Leading in Totally
Screwed-Up Times
 12August2002/Johannesburg
“If you don‟t like
  change, you‟re
   going to like
 irrelevance even
less.” —General Eric Shinseki, Chief of
            Staff, U. S. Army
                  Tom‘s 15 TIBs

1. Technicolor.
2. Passion.
3. Action/R.F!A.
4. Screw-ups.
5. Mess.
6. Revolution.
7. eALL.
8. Forgetting/Destruction.
9. Daring.
10. Talent.
11. Talent+/Diversity.
12. Talent++/Women.
13. Design.
14. Experiences.
15. New Demographics/Women/Aging/Green.
The Context.
   ―There will be more
 confusion in the
business world in the next
decade than in any decade in
history. And the current pace of
 change will only accelerate.‖
            Steve Case
      The


Leadership
The Basic
Premise.
1. Leadership Is a …
    Mutual
  Discovery
   Process.
Leaders-Teachers Do Not ―Transform People‖!
     Instead leaders-mentors-teachers (1) provide a
 context which is marked by (2) access to a luxuriant
 portfolio of meaningful opportunities (projects) which
(3) allow people to fully (and safely, mostly—caveat: ―they‖
don‘t engage unless they‘re ―mad about something‖) express
   their innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams, assisted by an
extensive self-constructed network) by which those people
 (5) go to-create places they (and their mentors-teachers-
   leaders) had never dreamed existed—and then the
 leaders-mentors-teachers (6) applaud like hell, stage
          ―photo-ops,‖ and ring the church bells
      100 times to commemorate the bravery of their
                ―followers‘ ‖ explorations!
1A. Leaders …
Cede Control.
―I don‘t
know.‖
1B.       Not
      Leaders Try …

  to Screw
 Things Up
―Ninety percent of what
 we call ‗management‘
  consists of making it
difficult for people to get
    things done.‖ – P.D.
   The
Leadership
  Types.
  2. Great Leaders on Snorting
   Steeds Are Important – but
    Great Talent
  Developers (Type I
Leadership) are the Bedrock
of Organizations that Perform Over
          the Long Haul.
25/8/53*
   (*Damn it!)
 Whoops: Jack
didn‘t have a vision!
2A. ―Just One‖: Great
 Leading = Great
    Mentoring.
T.A.:
2B.   Great Leaders are …


Great V.C.s.
―Basically [Omnicom‘s John] Wren makes
  aggressive bets on entrepreneurs and
gives them tremendous autonomy, on the
assumption that the risk-taking will pay off
 in new ideas, connections, businesses,
    and, yes, revenues and profits. …
   ‗Omnicom operates like a
venture-capital firm,‘ says Sir Martin
            Sorrell [of WPP].‖
             Business 2.0 (09.17.2001)
3. But Then Again, There
  Are Times When This
  ―Cult of Personality‖
(Type II Leadership) Stuff
    Actually Works!
―A leader is a
  dealer in
   hope.‖
         Napoleon
  (+TP‘s writing room pics)
    4. Find the
 ―Businesspeople‖!
(Type III Leadership)
I.P.M.   (Inspired Profit
   Mechanic)
4A. All Organizations
 Need the Golden
   Leadership
    Triangle.
The Golden Leadership
 Triangle: (1) Creator-
Visionary … (2) Talent
Fanatic-Mentor-V.C. …
   (3) Inspired Profit
        Mechanic.
5. Leadership Mantra
      ALL
    #1: IT
  DEPENDS!
Renaissance Men
are … a snare, a
myth, a delusion!
 5A. The Leader Is
Rarely/Never the
Best Performer.
  33 Division Titles. 26
 League Pennants. 14
World Series: Earl Weaver—0.
 Tom Kelly—0. Jim Leyland—0.
   Walter Alston—1AB. Tony
LaRussa—132 games, 6 seasons.
 Tommy Lasorda—P, 26 games.
  Sparky Anderson—1 season.
   The
Leadership
  Dance.
6. Leaders …
SHOW UP!
         P.S. …

        5,000
Mark McCormack:

miles for a 5
min. meeting!
6A. Leaders …
  LOVE the
   MESS!
“I‟m not happy unless
 I‟m uncomfortable.”
        —Jay   Chiat
“If things seem
under control,
you‟re just not
     going
 fast enough.”
   Mario Andretti
7. Leaders
 The Kotler Doctrine:

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

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

1995-????: F.F.F.
     (Fire!Fire!Fire!)
Read It Closely: ―We     don‘t sell

           We
insurance anymore.

 sell speed.‖
       Peter Lewis, Progressive
7A. Leaders

Re     -do.
  ―If Microsoft is good at anything, it‘s
   avoiding the trap of worrying about
   criticism. Microsoft fails constantly.
 They‘re eviscerated in public for lousy
products. Yet they persist, through
 version after version, until they get
   something good enough. Then they
  leverage the power they‘ve gained in
other markets to enforce their standard.‖
              Seth Godin, Zooming
   ―Sony Electronics has a well-
 earned reputation for persistence.
  The company‘s first entry into a
new field often isn‘t very good. But,
 as it has shown in laptops, Sony
 will keep trying until it gets
           it right.‖
         Business Week (5/01)
 “If it works,
it‟s obsolete.”
    —Marshall McLuhan
 7B. Leaders Are
PLAYFUL.
 ―You can‘t be a serious innovator
   unless and until you are ready,
 willing and able to seriously play.
‗Serious play‘ is not an oxymoron;
  it is the essence of innovation.‖


Michael Schrage,   Serious Play
 8. BUT … Leaders
Know When to

     Wait.
 Tex Schramm:   The
―too hard‖
      box!
Leaders know when to …

RETREAT.
            Pick your
  Axioms: (1)
  battles carefully. (2)
 Sometimes inaction
promotes sorting out &
  preserves options.
9. Leaders …
DELIVER!
  9A. Leaders
KNOW They Can
Make a Difference!
 ―Leaders don‘t
 ‗want to‘ win.
Leaders ‗need
   to‘ win.‖
       #49
“It is no use saying „We
are doing our best.‟ You
 have got to succeed in
      doing what is
    necessary.” —WSC
―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
9B. Leaders Are …
Optimists.
Hackneyed but none the less
   LEADERS SEE
true:
 CUPS AS ―HALF
     FULL.‖
           ―[Ronald
Half-full Cups:
Reagan] radiated an
almost transcendent
   happiness.‖
       Lou Cannon, George (08.2000)
  10. BUT …
  Leaders Are
Realists/Leaders
 Win Through
  LOGISTICS!
 The ―Gus
 [Pagonis]
Imperative‖!
11. Leaders
FOCUS!
―To   Don‘t ‖
       List
11A. Leaders …
  Set CLEAR
DESIGN SPECS.
Danger:   S.I.O.        (Strategic
      Initiative Overload)
JackWorld/  1@T: (1) Neutron
Jack. (Banish bureaucracy.) (2) ―1, 2
 or out‖ Jack. (Lead or leave.) (3)
―Workout‖ Jack. (Empowerment,
 GE style.) (4) 6-Sigma Jack. (5)
  Internet Jack. (Throughout)
         TALENT JACK!
  11B. Leaders …
 Send V-E-R-Y
Clear Signals About
   Design Specs!
Ridin‘ with Roger: ―What   have
       you done to
    DRAMATICALLY
 IMPROVE quality in the
     last 90 days?‖
      It‘s
Relationships,
   Stupid.
12. Leaders
  Trust in

TRUST!
Credibility
12A. Leaders Infuse the
 Dreaded-All Important
 ―Evaluation Process‖
with CREDIBILITY!
25 = 100
  13. Leaders …
  Understand the
Ultimate Power of
RELATIONSHIPS.
―Women speak and hear a language of
  connection and intimacy, and men
 speak and hear a language of status
and independence. Men communicate
 to obtain information, establish their
   status, and show independence.
    Women communicate to create
 relationships, encourage interaction,
        and exchange feelings.‖
 Judy Rosener, America‘s Competitive Secret
―TAKE THIS QUICK QUIZ: Who manages more things
at once? Who puts more effort into their appearance?
 Who usually takes care of the details? Who finds it
      easier to meet new people? Who asks more
     questions in a conversation? Who is a better
 listener? Who has more interest in communication
     skills? Who is more inclined to get involved?
  Who encourages harmony and agreement? Who
has better intuition? Who works with a longer ‗to do‘
    list? Who enjoys a recap to the day‘s events?
    Who is better at keeping in touch with others?‖

  Source: Selling Is a Woman‘s Game: 15 Powerful
 Reasons Why Women Can Outsell Men, Nicki Joy &
                Susan Kane-Benson
 14. Leaders Know …
Women Roar/
Women Rule.
―AS LEADERS, WOMEN
RULE: New Studies find
 that female managers
  outshine their male
 counterparts in almost
    every measure‖
Title, Special Report, Business Week, 11.20.00
      Women‘s Strengths Match New Economy
    Imperatives: Link [rather than rank] workers;
   favor interactive-collaborative leadership style
[empowerment beats top-down decision making];
  sustain fruitful collaborations; comfortable with
 sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional
 feedback; value technical & interpersonal skills,
 individual & group contributions equally; readily
 accept ambiguity; honor intuition as well as pure
     ―rationality‖; inherently flexible; appreciate
                   cultural diversity
   Source: Judy B. Rosener, America‘s Competitive Secret
If It Ain‘t
Broke …
Break It.
15. Leaders …
 FORGET!/
  Leaders …
DESTROY!
      Forget>―Learn‖
―The problem is never how
   to get new, innovative
 thoughts into your mind,
but how to get the old
     ones out.‖
        Dee Hock
   Forbes100 from 1917 to 1987: 39
members of the Class of ‘17 were alive
     in ‘87; 18 in ‘87 F100; 18 F100
―survivors‖ underperformed the market
   by 20%; just 2 (2%), GE & Kodak,
outperformed the market 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ‘57 were
alive in ‘97; 12 (2.4%) of 500 outperformed the market from 1957
                             to 1997.
 Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why
   Companies That Are Built to Last Underperform the Market
   ―Good management was the most
 powerful reason [leading firms] failed
  to stay atop their industries. Precisely
 because these firms listened to their customers,
invested aggressively in technologies that would
     provide their customers more and better
  products of the sort they wanted, and because
     they carefully studied market trends and
   systematically allocated investment capital to
 innovations that promised the best returns, they
        lost their positions of leadership.‖
 Clayton Christensen, The Innovator‘s Dilemma
 Whaddaboutheproduct?


  20 of 26
7 of top 10*
*P&G: Declining domestic
     sales in 20 of 26
  categories; 7 of top 10
categories. (The ―billion-
    dollar‖ problem.)
  Source: Advertising Age 01.21.2002/BofA Securities
  Primary Obstacles to ―Marketing-driven Change‖

1. Fear of ―cannibalism.‖
2. ―Excessive cult of the
consumer‖/ ―customer driven‖/
―slavery to demographics, market
research and focus groups.‖
3.Creating ―sustainable
advantage.‖
     Source: John-Marie Dru, Disruption
Leaders ―dump     the
ones who brung
 ‘em‖ —Nokia, HP, 3M,
 PerkinElmer, Corning, etc.
Cortez!
 Jim & Tom.
Joined at the
hip.   Not.
 The [New] Ge Way



DYB.com
16. BUT … Leaders
Have to Deliver, So They
Worry About ―Throwing
 the Baby Out with the
      Bathwater.‖
 ―Damned If You
Do, Damned If You
 Don‘t, Just Plain
    Damned.‖
Subtitle in the chapter, ―Own Up to the Great Paradox: Success
   Is the Product of Deep Grooves/ Deep Grooves Destroy
           Adaptivity,‖ Liberation Management (1992)
―Organize‖ for …
performance & customer
satisfaction.

―Disorganize‖ for …
renewal & innovation.
17. Leaders …
HONOR THE
USURPERS.
     Saviors-in-Waiting

Disgruntled Customers
 Upstart Competitors
  Rogue Employees
   Fringe Suppliers
  Wayne Burkan, Wide Angle Vision
 CUSTOMERS: ―Future-
 defining customers may
account for only 2% to 3%
  of your total, but they
  represent a crucial
window on the future.‖
   Adrian Slywotzky, Mercer Consultants
COMPETITORS: ―The      best swordsman
 in the world doesn‘t need to fear
the second best swordsman in the
world; no, the person for him to be afraid of is
 some ignorant antagonist who has never had a
  sword in his hand before; he doesn‘t do the
  thing he ought to do, and so the expert isn‘t
prepared for him; he does the thing he ought not
  to do and often it catches the expert out and
             ends him on the spot.‖
                   Mark Twain
  Employees: ―Are there
  enough weird
people in the lab these
                    days?‖
V. Chmn., pharmaceutical house, to a lab director (06.01)
                   is an ominous
    Suppliers: There
  downside to strategic supplier
 relationships. An SSR supplier is not
likely to function as any more than a mirror
 to your organization. Fringe suppliers that
  offer innovative business practices need
                  not apply.‖
 Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
     Fringe Competitors, Lost Customers, and Rogue Employees
17A. Leaders …
 HANG OUT
WITH FREAKS!
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
             ―Deviance tells
 Deviants, Inc.
  the story of every mass
  market ever created. What
   starts out weird and dangerous
becomes America‘s next big corporate
payday. So are you looking for the next
mass market idea? It‘s out there … way
              out there.‖
Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)
     WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the
      organizational code). (1.5) Hire people who make you
   uncomfortable, even those you dislike. (2) Hire people you
 (probably) don‘t need. (3) Use job interviews to get ideas, not
to screen candidates. (4) Encourage people to ignore and defy
superiors and peers. (5) Find some happy people and get them
    to fight. (6) Reward success and failure, punish inaction.
(7) Decide to do something that will probably fail, then convince
yourself and everyone else that success is certain. (8) Think of
     some ridiculous, impractical things to do, then do them.
(9) Avoid, distract, and bore customers, critics, and anyone who
just wants to talk about money. (10) Don‘t try to learn anything
  from people who seem to have solved the problems you face.
    (11) Forget the past, particularly your company‘s success.
 Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting,
            Managing, and Sustaining Innovation
       WE
 Leaders know …

BECOME WHO
  WE HANG
   WITH!
   Message: TAKE
     NEW &
SOMEONE

WEIRD TO LUNCH
TODAY OR TOMORROW.
   [Inundate yourself with weird.]
18. Leaders Make
[Lotsa] Mistakes
 – and MAKE NO
BONES ABOUT IT!
  Sam‘s
Secret #1!
“Fail faster.
  Succeed
  sooner.”
   David Kelley/IDEO
  Fail.
Forward.
Fast.
    –High-tech Exec
   ―The Silicon Valley of
  today is built less atop
    the spires of earlier
 triumphs than upon the
      rubble of earlier
debacles.‖—Newsweek/ Paul Saffo (03.02)
                Read This!

             Whoever
Richard Farson & Ralph Keyes:

   Makes the Most
 Mistakes Wins: The
Paradox of Innovation
18A. Leaders Make …
BIG MISTAKES!
    ―Reward
   excellent
 failures. Punish
mediocre successes.‖
 Phil Daniels, Sydney exec (and, de facto, Jack)
18B. Leaders Honor
 Mistakes & Create
  ―Blame-free
  ‗Cultures.‘ ‖
    Winning By Acknowledging Failures

    Wernher Von Braun, the Redstone
missile engineer who ―confessed‖ & the
bottle of champagne. Award to the sailor
on the Carl Vinson—for reporting the lost
 tool. Amy Edmondson & the successful
 nursing units with the highest reported
           adverse drug events.
   Source: Karl Weick & Kathleen Sutcliffe, Managing the Unexpected
Accountability: YES!
Never-ending witch
   hunts:   NO!
Create.
   19. Leaders Know that
  THERE‘S MORE TO LIFE
THAN ―LINE EXTENSIONS.‖
Leaders Love to CREATE NEW
         MARKETS.
 ―Acquisitions are about
buying market share. Our
 challenge is to
 create markets.
There is a big difference.‖
       Peter Job, CEO, Reuters
 No one ever made it
into the Business Hall
of Fame on a record of
   ―line extensions.‖
20. Leaders Pursue
 DRAMATIC
DIFFERENCE!
1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or
                    4/―One Great Thing.‖
                 Source #1: Personal Passion)

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


        3RD Law: DRAMATIC
 DIFFERENCE (Execs Don‘t Get It:
―intent to purchase‖ – 100%; ―unique‖ – 0% to
                     5%)

     Source: Jump Start Your Business Brain, Doug Hall
  ―They [consumer goods company]
 have acquired a bunch of
  products, which is what
  everyone is doing. But
    what‘s the point, the
  message, the story line,
the Big Idea that makes ‗it‘
 all hang together?‖ —Exec,
  major consumer goods company
20A. Leaders … Make
   Their Mark /
 Leaders … Do Stuff

  That Matters
―I never, ever thought of myself
  as a businessman.I was
 interested in creating
   things I would be
  proud of.‖ —Richard Branson
 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
Trends.
21. Leaders
 ―Get‖ the …
Big3 Trends
 Trends I:

Women
 Roar.
           ?????????
     Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel
                      equipment)

            Houses … 91%
        D.I.Y. (―home projects‖) … 80%
    Consumer Electronics … 51%
          Cars … 60% (90%)
   All consumer purchases … 83%
         Bank Account … 89%
          Health Care … 80%
  2/3rds working women/
50+% working wives > 50%
        80% checks
         61% bills
  53% stock (mutual fund boom)
       43% > $500K
 95% financial decisions/
    29% single handed
$4.8T > Japan
9M/27.5M/$3.6T
  > Germany
Carol Gilligan/ In a Different Voice

  Men: Get away from authority, family
           Women: Connect

         Men: Self-oriented
        Women: Other-oriented

           Men: Rights
       Women: Responsibilities
      FemaleThink/ Popcorn
―Men and women don‘t think the same
  way, don‘t communicate the same
way, don‘t buy for the same reasons.‖
 ―He simply wants the transaction
 to take place. She‘s interested in
creating a relationship. Every place
       women go, they make
           connections.‖
     Read This Book …

  EVEolution:
 The Eight Truths of
Marketing to Women
  Faith Popcorn & Lys Marigold
   EVEolution: Truth No. 1

Connecting Your Female
  Consumers to Each
Other Connects Them to
      Your Brand
 ―The ‗Connection Proclivity‘ in
women starts early. When asked,
 ‗How was school today?‘ a girl
  usually tells her mother every
detail of what happened, while a
    boy might grunt, ‗Fine.‘ ‖
          EVEolution
―Women don‘t buy
      They
brands.

join them.‖
    EVEolution
   Not   !
―Year of the
 Woman‖
 “Honey, are you
sure you have the
 kind of money it
    takes to be
 looking at a car
    like this?”
      STATEMENT OF PHILOSOPHY: I am a
 businessperson. An analyst. A pragmatist. The
  enormous social good of increased women‘s
 power is clear to me; but it is not my bailiwick.
   My ―game‖ is haranguing business leaders
  about my fact-based conviction that women‘s
       increasing power – leadership skills
  and purchasing power – is the strongest and
   most dynamic force at work in the American
economy today. Dare I say it as a long-time Palo
  Alto resident … THIS IS EVEN BIGGER THAN
                 THE INTERNET!
                    Tom Peters
     Ad from Furniture /Today (04.01):
    ―MEET WITH THE EXPERTS!: How
Retailing‘s Most Successful Stay that Way‖


   Presenting Experts: M =       16;


 F=   ??                (94% = 272)
Stupid: “Amazing, now that I
 think about it. A bunch of
guys --developers, architects,
   contractors, engineers,
  bankers--sitting around
designing shopping centers.
 And the „end users‟ will be
  overwhelmingly women!”
Stupid!
―Women Beat Men
at Art of Investing‖
Source: Miami Herald, reporting on a study by
 Profs. Terrance Odean and Brad Barber, UC
 Davis (Cause: Guys are ―in and out‖ of
  stocks more often; women choose
carefully and hold on for the long term)
   Investment Club Returns

Women-only clubs 1997 … 17.9%
       Mixed … 17.3%
     Men-only … 15.6%


     Source: National Assoc. Investors
Value Line: Top State* Investment
           Clubs 2000

     8 … All male
      19 … Coed
   22 … All FEMALE
   * VT & Maine not included; D.C. included
―Customer is King‖:          4,440
  ―Customer is Queen‖:              29
   Source: Steve Farber/Google search/04.2002
No: ―Target Marketing‖
Yes:       ―Target
Innovation‖ & ―Target
Delivery Systems‖
    Trends II:
Boomer Bonanza/
Godzilla Geezer.
Subject: Marketers & Stupidity


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


        ―18-44 is
Or is it:

      stupid,
      stupid!‖
  2000-2010 Stats

 18-44: -1%
55+: +21%
 (55-64: +47%)
                      50+
$7T wealth (70%)/$2T annual income
   50% all discretionary spending
79% own homes/40M credit card users
   41% new cars/48% luxury cars
    $610B healthcare spending/
      74% prescription drugs
     5% of advertising targets
      Ken Dychtwald, Age Power: How the 21st
       Century Will Be Ruled by the New Old
  ―Marketers attempts at reaching
those over 50 have been miserably
          No market‘s
unsuccessful.
motivations and needs
    are so poorly
understood.‖ Peter Francese, —
   founding publisher, American Demographics
― ‗Age Power‘ will
rule the        21
           century,st

and we are woefully
    unprepared.‖
Ken Dychtwald, Age Power: How the 21st
    Century Will Be Ruled by the New Old
No: “Target Marketing”
Yes:       “Target
Innovation” & “Target
Delivery Systems”
Trends III:

Green =
$$$$$$
“Of all the ways the company
 will be judged over the next
   decade, none will be
   greater than our
response to the issue of
   climate change.”
     William Clay   FORD Jr.
                50% to 36%:
And #3: GREEN?????:
   Protect Environment >
     Economic Growth.

58% to 34%: Protect Plants &
 Animals > Preserve Private
      Property Rights.
  E.g.: Genetically Altered Food
  Would eat: M, 71%; F, 50%
Give to children: M, 59%; F, 37%
   Pay more for non-altered:
       M, 35%; F, 47%

Source: www.pulse.org & USA Today
No: ―Target Marketing‖
Yes:       ―Target
Innovation‖ & ―Target
Delivery Systems‖
Women‘s/Aging/Green Market:
       Why Tough?

Encompassing!
   Attitude!
 CULTURAL!
New Model.
   22. Leaders …
  Understand the
Enormity of the White
 Collar Revolution.
108 X 5
         vs.



8X1
 = 540 vs. 8 (-98.5%)
                E.g. …

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




                    years.

         Source: BW (01.28.02)
     IBM‘s Project

   eLiza!*
* ―Self-bootstrapping‖/ ―Artilects‖
                    EKGs
Deep Blue Redux*: 2,240
 … 1,120 heart attacks.
Hans Ohlin          (50 yr old chief of coronary care, Univ of


           : 620.
         Lund/SW)


   Lars Edenbrandt‘s
     software: 738.
          *Only this time it matters!
―Unless mankind redesigns
 itself by changing our DNA
through altering our genetic
      makeup, computer-
  generated robots will take
    over the world.‖ – Stephen
Hawking, in the German magazine Focus
23. Leaders …
    Turn All
Departments into
    ―PSFs.‖
So what will be the
  Basic Building
   Block of the
    New Org?
 Every job done
in W.C.W. is also
 done “outside”
  …for profit!
          Answer: PSF!
   [Professional Service Firm]

    Department Head
             to …

Managing Partner,
  HR [IS, etc.] Inc.
eHR*/PCC**
      *All HR on the Web
**Productivity Consulting Center

Source: E-HR: A Walk through a 21st Century HR
      Department, John Sullivan, IHRIM
Model PSF …
(1) Translate ALL departmental
     activities into discrete
     W.W.P.F. ―Products.‖
(2) 100% go on the Web.
(3) Non-awesome are
    outsourced (75%??).
(4) Remaining ―Centers of
    Excellence‖ are retained &
    leveraged to the hilt!
  ―Typically in a mortgage company or
    financial services company, ‗risk
management‘ is an overhead, not a revenue
 center. We‘ve become more than that.
We pay for ourselves, and
we actually make money
for the company.‖                         —Frank Eichorn,
 Director of Credit Risk Data Management Group, Wells Fargo
              Home Mortgage (Source: sas.com)
 24. Leaders Push Their
          W-a-y Up
Organizations
 the Value-added/
Intellectual Capital
       Chain
The   Day!
  09.11.2000: HP bids
$18,000,000,000
           for
PricewaterhouseCoopers
  Consulting business!
―These days, building
 the best server isn‘t
  enough. That‘s the
    price of entry.‖
  Ann Livermore, Hewlett-Packard
           Systems
 Gerstner‘s IBM:

   Integrator of
 choice. Global Services:
   $35B. Pledge/‘99: Business
Partner Charter. 72 strategic partners,
  aim for 200. Drop many in-house
    programs/products. (BW/12.01).
“You are headed
  for commodity
 hell if you don‟t
have services.”—Lou
 Gerstner on IBM‘s coming
     revolution (1997)
―We want to be the
    air traffic
  controllers of
   electrons.‖
  Bob Nardelli, GE Power Systems
   ―Customer Satisfaction‖ to
     ―Customer Success‖
   ―We‘re getting better at [Six
 Sigma] every day. But we really
need to think about the customer‘s
   profitability. Are customers‘
bottom lines really benefiting from
     what we provide them?‖
     Bob Nardelli, GE Power Systems
Keep In Mind:   Customer
Satisfaction
versus          Customer
   Success
Was: ―Big Iron‖
Transformer Dudes
Division.

      Traffic Controllers
Is: Air
of Electrons.
Was: Bunchof Guys Who
Make Circuit Breakers
Division.

Is: GE   Industrial Systems.
 Nardelli‘s goal ($50B to $100B by 2005):
―… move Home Depot beyond selling
‗goods‘ to selling ‗home services.‘ …
     He wants to capture home
 improvement dollars wherever and
     however they are spent.‖
 E.g.: ―house calls‖ (At-Home Service: $10B by ‘05?) …
―pros shops‖ (Pro Set) … ―home project management‖
   (Project Management System … ―a deeper selling
                      relationship‖).

              Source: USA Today/06.14.2002
       E.g. …

 UTC/Otis + Carrier:
boxes to ―integrated
 building systems‖
 ―UPS wants to take over the
sweet spot in the endless loop
  of goods, information and
 capital that all the packages
     [it moves] represent.‖
 ecompany.com/06.01 (E.g., UPS Logistics
manages the logistics of 4.5M Ford vehicles,
  from 21 mfg. sites to 6,000 NA dealers)
―No longer are we only an
insurance provider. Today,
    we also offer our customers the
 products and services that help them
   achieve their dreams, whether it‘s
financial security, buying a car, paying
   for home repairs, or even taking a
   dream vacation.‖—Martin Feinstein, CEO,
               Farmers Group
―VISIONS OF A BRAND-NAME
OFFICE EMPIRE. Sam Zell is not a man
  plagued by self doubt. Mr. Zell controls public
 companies that own nearly 700 office buildings
in the United States. … Now Mr. Zell says he will
    transform the real estate market by turning
   those REITs into national brands. … Mr. Zell
 believes [clients] will start to view those offices
  as something more than a commodity chosen
  chiefly by price and location.‖   –New York Times
                     (12.16.2001)
Omnicom:

(of $6B) from marketing services
25. Leaders …
Demolish
 Stovepipes!
―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 Organization Limits.
  ―In an era when terrorists use
 satellite phones and encrypted
   email, US gatekeepers stand
armed against them with pencils
   and paperwork, and archaic
  computer systems that don‘t
        talk to each other.‖
       Boston Globe (09.30.2001)
―Once devised in Riyadh, the tasking order took hours
 to get to the Navy‘s six aircraft carriers—because the
   Navy had failed years earlier to procure the proper
 communications gear that would have connected the
       Navy with its Air Force counterparts. … To
compensate for the lack of communications capability,
 the Navy was forced to fly a daily cargo mission from
   the Persian Gulf and Red Sea to Riyadh in order to
pick up a computer printout of the air mission tasking
   order, then fly back to the carriers, run photocopy
  machines at full tilt, and distribute the documents to
  the air wing squadrons that were planning the next
       strike.‖ –Bill Owens, Lifting the Fog of War
   The …

Solutions25.
1. It‘s the (OUR!) organization, stupid!
2. Friction free!
3. No STOVEPIPES!
4. ―Stovepiping‖ is a F.O.—Firing Offense.
5. ALL on the web! (ALL = ALL.)
6. Open access!
6. Project Managers rule! (E.g.: Control the purse
    strings and evals.)
7. VALUE-ADDED RULES! (Services Rule.)
    (Experiences Rule.) (Brand Rules.)
8. SOLUTIONS RULE! (We sell SOLUTIONS.
    Period. We sell PRODUCTIVITY &
    PROFITABILITY. Period.)
9. Solutions = ―Our ‗culture.‘ ‖
10. Partner with B.I.C. (Best-In-Class). Period.
12. All functions contribute equally—IS, HR, Finance,
    Purchasing, Engineering, Logistics, Sales, Etc.
13. Project Management can come from any function.
14. WE ARE ALL IN SALES. PERIOD.
15. We all invest in ―wiring‖ the customer
    organization.
16. WE ALL ―LIVE THE BRAND.‖ (Brand = Solutions.
    That MAKE MONEY FOR OUR CUSTOMER-
     PARTNER.)
17. We use the word ―PARTNER‖ until we all want to
    barf!
18. We NEVER BLAME other parts of our organization
    for screw-ups.
19. WE AIM TO REINVENT THIS INDUSTRY!
20. We hate the word-idea ―COMMODITY.‖
21. We believe in ―High tech, High touch.‖
22. We are DREAMERS.
23. We deliver . (PROFITS.) (CUSTOMER SUCCESS.)
24. If we play the ―SOLUTIONS GAME‖ brilliantly, no
    one can touch us!
25. Our TEAM needs 100% I.C.s (Imaginative
    Contributors). This is the ULTIMATE ―All Hands‖
    affair!
Innovation & Speed‘s ―New Basics‖*
1. XFTs are the ―culture.‖
2. Project-centric.
3. Open ―talent market.‖
4. ―Cause-based‖ projects.
5. Ubiquitous ―open systems.‖
   IS—at home & throughout
   supply chain. Web based.
6. F-L-A-T.
*Innovation, Speed, CRM, ―Experience‖/ ―Solution‖ demand this
KEY WORDS: Partners with our
Customers in creating
Memorable, Value-added
Solutions/ Successes/
Experiences.
WHICH REQUIRES: Total
Enterprise Responsiveness …
beyond functional walls.
―Ebusiness is about rebuilding
  the organization from the
ground up. Most companies today
  are not built to exploit the Internet.
   Their business processes, their
   approvals, their hierarchies, the
number of people they employ … all of
     that is wrong for running an
              ebusiness.‖
         Ray Lane, Kleiner Perkins
      [ Words to Live By …
     ―Hierarchy is an
 organization with its face
toward the CEO and its ass
  toward the customer.‖
   Kjell Nordstrom and Jonas Ridderstrale,
               Funky Business]
              ―Supply Chain‖ 2000:
  ―When Joe Employee at Company X launches his
  browser, he‘s taken to Company X‘s personalized
 home page. He can interact with the entire scope of
 Company X‘s world – customers, other employees,
 distributors, suppliers, manufacturers, consultants.
  The browser – that is, the portal – resembles a My
Yahoo for Company X and hooks into every network
associated with Company X. The real trick is that Joe
 Employee, business partners and customers don‘t
 have to be in the office. They can log on from a cell
  phone, Palm Pilot, pager or home office system.‖
                Red Herring (09.2000)
26. Leaders Know that
  the ―HVA/Solutions
Revolution‖ rests upon:
Experiences … Dream
Fulfillment … Design.
  A World of
 Scintillating/
Awesome/ WOW
―Experiences.‖
―Experiences are as
 distinct from services
  as services are from
        goods.‖
Joseph Pine & James Gilmore, The Experience Economy:
     Work Is Theatre & Every Business a Stage
―Club Med        is more
than just a ‗resort‘; it‘s a
means of rediscovering
 oneself, of inventing an
   entirely new ‗me.‘ ‖
    Source: Jean-Marie Dru, Disruption
―Guinness as a brand
  is all about community.
It‘s about bringing people
    together and sharing
stories.‖—Ralph Ardill, Imagination, in re
           Guinness Storehouse
     Experience: ―Rebel Lifestyle!‖

―What we sell is the ability for
  a 43-year-old accountant to
  dress in black leather, ride
through small towns and have
   people be afraid of him.‖
  Harley exec, quoted in Results-Based Leadership
The ―Experience Ladder‖

   Experiences
     Services
      Goods
   Raw Materials
       “I see us as being in
Bob Lutz:
   the art business. Art,
entertainment and mobile
     sculpture, which,
   coincidentally, also
    happens to provide
     transportation.”
            Source: NYT 10.19.01
  ―Car designers need to create a
    story. Every car provides an
 opportunity to create an adventure.
                  …
  ―The Prowler makes you smile.
Why? Because it‘s focused. It has a
plot, a reason for being, a passion.‖
Freeman Thomas, co-designer VW Beetle; designer
                   Audi TT
Hmmmm(?): ―Only‖ Words …
        Story
      Adventure
        Smile
       Focus
        Plot
       Passion
 ―Most executives have no
 idea how to add value to a
market in the metaphysical
world. But that is what the market
will cry out for in the future. There
is no lack of ‗physical‘ products to
         choose between.‖
   Jesper Kunde, A Unique Moment [on the
 excellence of Nokia, Nike, Lego, Virgin et al.]
Experiences+:
Embracing the
   ―Dream
 Business.‖
  DREAM: ―A dream is a complete
    moment in the life of a client.
 Important experiences that tempt
  the client to commit substantial
   resources. The essence of the
    desires of the consumer. The
opportunity to help clients become
    what they want to be.‖ —Gian Luigi
            Longinotti-Buitoni
Common Products                ―Dream‖ Products
Maxwell House                  Starbucks
BVD                            Victoria‘s Secret
Payless                        Ferragamo
Hyundai                        Ferrari
Suzuki                         Harley Davidson
Atlantic City                  Acapulco
New Jersey                     California
Carter                         Kennedy
Conners                        Pele
CNN                            Millionaire

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

 ―Zero defects‖: Only the starting
               point.
        Love at first sight.
    Design for the five senses.
Develop to expand the Main Dream.
Design so as to seduce through the
        peripheral senses.
       Source: Gian Luigi Longinotti-Buitoni
 The marketing of Dreams (Dreamketing)
   Dreamketing: Touching the clients‘
                dreams.
Dreamketing: The art of telling stories and
              entertaining.
Dreamketing: Promote the dream, not the
                product.
Dreamketing: Build the brand around the
              main dream.
   Dreamketing: Build the ―buzz,‖ the
          ―hype,‖ the ―cult.‖
        Source: Gian Luigi Longinotti-Buitoni
The       ―Soul‖ of
    [Mostly Ignored]


  ―Experiences‖:
Design Rules!
Design‘s place in
 the universe.
          All Equal Except …
―At Sony we assume that all products of
our competitors have basically the same
  technology, price, performance and
        Design is the only
 features.
thing that differentiates one
product from another in the
       marketplace.‖
             Norio Ohga
―Design is treated
like a religion at
     BMW.‖
      Fortune
  ―We don‘t have a good language to talk
 about this kind of thing. In most people‘s
vocabularies, design means veneer. … But
 to me, nothing could be further from the

          Design is
  meaning of design.

the fundamental soul
        of a man-made creation.‖
             Steve Jobs
Bottom Line.
Design ―is‖ … WHAT &
WHY I LOVE.   LOVE.
Design ―is‖ … WHY I
GET MAD.   MAD.
Design is never   neutral.
     DESIGN is the
Hypothesis:


principal difference
 between love and
       hate!
 THE BASE CASE: I am a design fanatic. Though not
   ―artistic,‖ I love ―cool stuff.‖ But it goes [much]
further, far beyond the personal. Design has become
   a professional obsession. I SIMPLY BELIEVE
   THAT DESIGN PER SE IS THE PRINCIPAL
 REASON FOR EMOTIONAL ATTACHMENT [or
  detachment] RELATIVE TO A PRODUCT OR
SERVICE OR EXPERIENCE. Design, as I see it, is
arguably the #1 DETERMINANT of whether
a product-service-experience stands out … or doesn‘t.
    Furthermore, it‘s another ―one of those things‖
 that damn few companies put – consistently – on the
                      front burner.
  Message (?????): Men
cannot design for women‘s
         needs.
―Perhaps the macho look
can be interesting … if you
  want to fight dinosaurs. But
    now to survive you need
  intelligence, not power and
aggression. Modern intelligence
 means intuition—it‘s female.‖
  Source: Philippe Starck, Harvard Design Magazine (Summer 1998)
Technology.
 27. Leaders
LOVE the
New Technology!
square feet
                WebWorld = Everything
     Web as a way to run your business‘s innards
Web as connector for your entire supply-demand chain
Web as ―spider‘s web‖ which re-conceives the industry
         Web/B2B as ultimate wake-up call to
                ―commodity producers‖
   Web as the scourge of slack, inefficiency, sloth,
           bureaucracy, poor customer data
        Web as an Encompassing Way of Life
        Web = Everything (P.D. to after-sales)
     Web forces you to focus on what you do best
Web as entrée, at any size, to World‘s Best at Everything
                 as next door neighbor
Message: eCommerce   is not a
  technology play! It is a
 relationship, partnership,
     organizational and
communications play, made
      possible by new
        technologies.
 Message: There   is no such
thing as an effective B2B or
   Internet-supply chain
   strategy in a low-trust,
        bottlenecked-
 communication, six-layer
        organization.
  ―There‘s no use trying,‖ said Alice.
―One can‘t believe impossible things.‖
   ―I daresay you haven‘t had much
practice,‖ said the Queen. ―When I was
  your age, I always did it for half an
  hour a day. Why, sometimes I‘ve
believed as many as six impossible
     things before breakfast.‖
              Lewis Carroll
     I‘net …

… allows you to
 dream dreams
you could never
 have dreamed
    before!
―Suppose—just suppose—that the Web is a new world
  we‘re just beginning to inhabit. We‘re like the earlier
  European settlers in the United States, living on the
edge of the forest. We don‘t know what‘s there and we
don‘t know exactly what we need to do to find out: Do
we pack mountain climbing gear, desert wear, canoes,
or all three? Of course while the settlers may not have
   known what the geography of the New World was
    going to be, they at least knew that there was a
    geography. The Web, on the other hand, has no
  geography, no landscape. It has no distance. It has
  nothing natural in it. It has few rules of behavior and
 fewer lines of authority. Common sense doesn‘t hold
   here, and uncommon sense hasn‘t yet emerged.‖
          David Weinberger, Small Pieces Loosely Joined
28. Needed? Type IV
   Leadership:
   Technology
  Dreamer-True
     Believer
  The Golden Leadership
  Quadrangle: (1) Creator-
   Visionary … (2) Talent
 Fanatic-Mentor-V.C. … (3)
Inspired Profit Mechanic. (4)
 Technology Dreamer-True
          Believer
Talent.
29. When It Comes to
  TALENT …
Leaders Always Swing
   for the Fences!
From ―1, 2 or you‘re out‖ [JW]
            to …

  ―Best Talent in
each industry segment to
  build best proprietary
    intangibles‖ [EM]
 Source: Ed Michaels, War for Talent (05.17.00)
            people are
Message: Some
  better than other
people. Some people
  are a helluva lot
  better than other
       people.
30. Leaders Don‘t
Create ―Followers‖:
THEY CREATE
  LEADERS!
    “I start with the
    premise that the
function of leadership
  is to produce more
   leaders, not more
  followers.”—Ralph Nader
Brand You, Big Time!


 I AM AN
ARMY OF
   ONE
 31. Leaders ―Win
Followers Over‖
WHAT AN IDIOT: ―Instead
of employees being in the driver‘s
  seat, now we‘re in the driver‘s
             seat.‖
  “Coaching
PJ:

 is winning
players over.”
   32. Leaders
 ―Manage‖ Their
  EVP/Internal
Brand Promise.
    MantraM3


Talent = Brand
  EVP = Challenge,
professional growth,
respect, satisfaction,
 opportunity, reward
Source: Ed Michaels et al., The War for Talent
33. Leaders LOVE
     KIDS.
  ―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 [12/2000]
8 Minutes*
—Dr. Sugata Mira, NIIT/ New Delhi/
             1999**

                   *Ignorance to Surfing
 **And then there‘s oya yubi sedai, the ―thumb generation‖
33A. Leaders Pursue

Poets!
  Gardner‘s MI7: Logical-
mathematical, Linguistic,
    Spatial, Musical,
   Bodily-kinesthetic,
     Interpersonal,
     Intrapersonal.
Passion.
34. Leaders …
   Out Their

PASSION!
G.H.:―Create a
‗cause,‘ not a
 ‗business.‘ ‖
   ―Vision is a
love affair with
 an idea.‖        —Boyd Clarke & Ron
  Crossland, The Leader‘s Voice
 ―Apple opposes, IBM
 solves, Nike exhorts,
Virgin enlightens, Sony
   dreams, Benetton
protests. … Brands are
 not nouns but verbs.‖
   Source: Jean-Marie Dru, Disruption
35. Leaders Know:
 ENTHUSIASM
   BEGETS
 ENTHUSIASM!
BZ: “I am a …
 Dispenser of
Enthusiasm!”
35A. Leaders
Watch Their …
LANGUAGE!
Language
 matters!
 36. Leaders
 Focus on the
SOFT STUFF!
―Soft‖ Is
 ―Hard‖
   - ISOE
 Message: Leadership is
  all about love! [Passion,
   Enthusiasms, Appetite for Life,
  Engagement, Commitment, Great
 Causes & Determination to Make a
Damn Difference, Shared Adventures,
 Bizarre Failures, Growth, Insatiable
Appetite for Change.] [Otherwise, why bother?
  Just read Dilbert. TP‘s final words: CYNICISM SUCKS.]
  36A. Leaders Know …
―Culture Change‖
  Takes But a
  Minute. (No Bull!)
 What Do I ―Do‖ First?


One Minute
Excellence!*
   *Thomas Watson
  Culture Change is not ―Corporate.‖
 Culture Change is not a ―Program.‖
Culture change does not take ―Years.‖
Culture Change does not start ―Today.‖
 Culture Change starts Right   Now!
           Culture Change
      Lives in the Moment!
          Culture Change is
     Entirely in Your Hands!
The ―Job‖ of
  Leading.
 37.   Leaders Know It‘s

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

Break a Lot of
    China
   If you‘re not
pissing people off,
you‘re not making
   a difference!
Characteristics of the ―Also rans‖*

     ―Minimize risk‖
  ―Respect the chain of
       command‖
   ―Support the boss‖
     ―Make budget‖
         *Fortune, article on
  ―Most Admired Global Corporations‖
    Joe J. Jones
     1942 – 2002
HE WOULDA DONE SOME
  REALLY COOL STUFF
       BUT …
HIS BOSS WOULDN‟T   LET
        HIM!
39. Leaders
  Give …
RESPECT!
   ―It was much later that I realized Dad‘s
 secret. He gained respect by giving it. He
talked and listened to the fourth-grade kids
   in Spring Valley who shined shoes the
    same way he talked and listened to a
                           was
 bishop or a college president. He
seriously interested in who you
were and what you had to say.‖
      Sara Lawrence-Lightfoot, Respect
―It is impossible to claim that all good teachers
 use similar techniques: some lecture nonstop
and others speak very little; some stay close to
their material and others loose the imagination;
 some teach with the carrot and others with the
stick. But in every instance, good teachers
share one trait: a strong sense of personal
 identity infuses their work. ‗Dr. A is really
  there when he teaches.‘ ‗Mr. B has such
 enthusiasm for his subject.‘ ‗You can tell
      that this is really Prof. C‘s life.‘ ‖
       Parker Palmer, The Courage to Teach
40. Leaders Say
“Thank
 You.”
 ―The deepest human
        need to
need is the
be appreciated.‖
       William James
―The two most powerful things
              a kind
    in existence:

        word and a
        thoughtful
         gesture.‖
 Ken Langone, CEO, Invemed Associates [from Ronna
     Lichtenberg, It‘s Not Business, It‘s Personal]
40A. Leaders Are …
Graceful.
―My favorite word is grace –
 whether it‘s amazinggrace,
 saving grace, grace under
fire, Grace Kelly. How we live
contributes to beauty – whether
it‘s how we treat other people or
        the environment.‖
   Celeste Cooper, designer
   Rodale‘s on ―Grace‖ …

   elegance … charm …
  loveliness … poetry in
  motion … kindliness ..
benevolence … benefaction
 … compassion … beauty
41. Leaders
LISTEN!
See Stephen!
(Empathetic
 Listening)
41A. Leaders
   Are …
 Curious.
         The Three Most
TP/08.2001:
   Important Letters …
42. Leadership
    Is a …
Performance.
“It is necessary for the
  President to be the
         No. 1
  nation‟s
      actor.”
          FDR
 “You can‟t lead a
 cavalry charge if
   you think you
  look funny on a
horse.” —John Peers, President, Logical
           Machine Corporation
43.   Leaders …   Are
  The Brand
 ―WHO ARE
YOU [these days] ?‖
      TP to Client
 The BRAND lives (OR
DIES) in the ―minutiae‖
of the leader‘s moment-
  to-moment actions.
 ―You must be
 the change you
wish to see in the
     world.‖
       Gandhi
―We are in the twilight of a society based on data. As
  information and intelligence become the domain of
computers, society will place more value on the one
   human ability that cannot be automated: emotion.
 Imagination, myth, ritual - the language of emotion -
will affect everything from our purchasing decisions
                    Companies will
to how we work with others.
thrive on the basis of their stories
and myths. Companies will need to understand
  that their products are less important than their
                      stories.‖
   Rolf Jensen, Copenhagen Institute for Future Studies
 44. Leaders …
     GREAT
Have a
   STORY!
―A key – perhaps the key –
     to leadership is
       the effective
     communication
       of a story.‖
           Howard Gardner
Leading Minds: An Anatomy of Leadership
 ―Stories of identity – narratives
that help individuals think about
  and feel who they are, where
they come from, and where they
   are headed – constitute the
single most powerful weapon
   in the leader‘s arsenal.‖
 Howard Gardner, Leading Minds: An Anatomy of Leadership
―Early in my career in the law I learned

   he who has
that …


the best story
    wins.‖
 JQ Adams/A Hopkins to T Joadson/M Freeman
         MB                   A!*


*Managing By Story-ing Around/David Armstrong
45. Leaders Seed &
    Pursue &
Recognize (Weird)
   ―Demos.‖
   ―Some people look for
things that went wrong and
             I look for
try to fix them.
things that went right
  and try to build on
them.‖   —Bob Stone/ Mr. Rego/ Confessions of an
           Uncivil Servant
Leaders aimed on changing their
               palpable
   world identify
  heroes, who executed
  palpable projects—they
 point to these people and say to
the masses, ―See, here it is, done
 by one of your own.‖ (And then they
―deep-dip‖ a few of those heroes to demo their
                seriousness.)
 REAL Org Change: Demos & Models (―Model
Installations,‖ ―ReGo Labs‖)/ Heroes (mostly extant: ―burned
   to reinvent gov‘t‖)/ Stories & Storytellers (Props!)/
 Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/
 Cheerleaders & Recognition (Pos>>Neg, Volume)/
    New Language (Hot/Emotional/WOW)/ Seekers
  (networking mania)/ Protectors/ Support Groups/
 End Runs—―Pull Strategy‖ (weird alliances, weird
     customers, weird suppliers, weird alumnae-JKC)/ Field
     ―Real People‖ Focus (3 COs) (long way away)/
 Speed (O.O.D.A. Loops—act before the ―bad guys‖ can react)
          C.f., Bob Stone, Confessions of an Uncivil Servant
Each VP a V.C.: Portfolio
of high-risk investments in
  people & ideas from all
   across the company.
Introspection.
46. Leaders …
Enjoy Leading.
Warren‘s ―Whoops
   Moment‖ …
―Warren, I know you
    want to ‗be‘
 president. But do
  you want to ‗do‘
    president?‖
46A. Leaders …
   KNOW
THEMSELVES.
  Individuals (would-be leaders)
     cannot engage in a
liberating mutual discovery
 process unless they are
 comfortable with their
 own skin. (―Leaders‖ who are not
 comfortable with themselves become petty
              control freaks.)
46B. But …
Leaders have
MENTORS.
                  Upon
 The Gospel According to TP:

  having the Leadership
Mantle placed upon thine
  head, thou shalt never
  hear the unvarnished
truth again!*                   (*Therefore, thy needs one faithful
         compatriot to lay it on with no jelly.)
47. Leaders
LAUGH!
47A.But … Leaders Know


  ―It‘s My
  Fault.‖
 You recruited ‘em.
   You hired ‘em.
  You trained ‘em.
 You evaluated ‘em.
You ―motivated‖ ‘em.
47B. Leaders Don‘t
 Scapegoat /
    Allow
Scapegoating.
―When a plane crashes,
    they ask, ‗What
happened?‘ In medicine
 they ask: ‗Whose fault
 was it?‘ ‖—James Bagian, M.D. &
former astronaut, now working with the VHA.
48. Leaders …
Take Breaks.
Zombie!
Zombie!
Zombie!
Zombie!
The End
 Game.
49. Leaders
  ???:
  ―Leadership is the
     PROCESS of
ENGAGING PEOPLE in
CREATING a LEGACY
  of EXCELLENCE.‖
― ‗It‘s only business,
 not personal‘ … IT
    ALWAYS IS
   PERSONAL.‖
   ―Hire smart – go
bonkers – have grace –
 make mistakes – love
 technology – start all
     over again.‖
―LEADERS NEED TO
 BE THE ROCK OF
  GIBRALTAR ON
 ROLLER BLADES‖
 Bonus:
Boss Talk
  Branding: Kevin Roberts: ―The
great brands have mystery and
  sensuality. Apple is the most
     sensual product since the
   vibrator.‖/ Tina Brown: ―You
should be able to throw a magazine
 on the floor at any page and know
      whose magazine it is.‖/
  The Perils of ―Me-too‖: Stephen
     Hardis (Eaton): ―Don‘t have your
   resources trapped in areas that are
inherently zero-sum games with a very
marginal return.‖/ Phil Condit (Boeing):
―Just doing what your competitor does
    is the biggest opportunity to lose
  money. Douglas and Lockheed built
 tri-jets to the identical specs and beat
              each other silly.‖
 Jeff Bezos: ―It‘s easy to let the in-
  box side of your life overwhelm
    you, so you become a totally
reactive person. The only remedy I
know is to set aside some fraction
  of your time as your own. I use
  Tuesdays and Thursdays as my
  proactive days, when I try not to
        schedule meetings.‖
     Jeff Bezos: ―I'm often
  encouraging people to go
   faster, even if it means a
worse initial product. I want
us to start learning. The cost
 of trying to avoid mistakes
 is huge in terms of speed.‖
Robert Miller (Federal-Mogul), on
Turnarounds: (1) Tell the truth.
   Play it straight. (2) Make
decisions. Don‘t study things to
   death. (3) Listen to your
  customers. They are usually
 more perceptive than you are
 about what needs to be done.
Juergen Schrempp/DaimlerChrysler

―Digital decision making‖/
―the danger of the deadly
    wish for harmony‖
                  Boss Talk/WSJ
Provide a simple, clear, exciting
   & energizing focus.
Obsess on TALENT.
Speed > Perfection. (Clarity, motivation, rapid adjustment.)
Leap > Line extension. (Beware ―me-too,‖ perfecting
    yesterday.)
Tell the truth.
Control your calendar.
Get out of the office.
Listen to customers face-to-face—at their place.
50. Leaders Know
 WHEN TO
  LEAVE!
Thank You   !

				
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