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									              LONG
       Tom Peters‟ X25*


EXCELLENCE.
 ALWAYS.
Bestsellers/Goteborg/29 May 2007

* In Search of Excellence 1982-2007
         Tom Peters‟ G30*


EXCELLENCE.
 ALWAYS.
  Bestsellers/Goteborg/29 May 2007

* Research for In Search of Excellence
    1977-2007 (Stop #1: Goteborg)
    Slides at …


tompeters.com
All you need
 to know …
You = Your
calendar*
*Calendars never lie
All you need
 to know …
New Zealand 2007
Ho hum: 2+ weeks in New Zealand …


         Pfizer
          Ford
           Gap
       Chrysler
        Yahoo
       microsoft
       wal*mart
           ???
           ???
The last
 word:
There is
no “last
 word.”
     ―It is not the
   strongest of the
species that survives,
     nor the most
 intelligent, but the
 one most responsive
 to change.‖ —Charles Darwin
EXCELL-
ENCE????
 “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” significantly
         underperformed the market;

   just        2 (2%), GE & Kodak,
           outperformed the market from
                   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
“It is generally much easier to      kill an
organization                          than change it



                 substantially.”

             —Kevin Kelly, Out of Control
C.E.O.
  to



C.D.O.
(Practical)   Implication?
 ―Go for it!‖ (Why not—
      alternative is slow death, at best)
BIAS.
BUILT.
  TO.
LAST.
 NOT.
 Built to Last
       vs

  Built to
Change/Rock
 the World
                          TP#1*:



 Netscape!
  *Where would you rather have worked for those 5 years, Netscape
 or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you
rather to be able to tell someone—e.g., grandchild—that you worked?)
GM25/50-75:
  “Built to
 last”????
EXCELLENCE.
 CIRCA 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”
 ExIn*: 1982-2002/Forbes.com

DJIA: $10,000 yields$85,000
EI: $10,000 yields $140,050


*Forbes/Excellence Index /Basket of 32 publicly traded stocks
 EXCELLENCE.
    1982.
Hard is soft.
Soft is hard.
Hard Is Soft
Soft Is Hard
  Hard Is Soft (#s)
Soft Is Hard (people)
Hard Is Soft (Plans, #s)
Soft Is Hard (people,
 customers, values,
  relationships))
EXCELLENCE.
ASPIRATION.
   2006.
 Why in the
World did you
go to Siberia?
                 Enthusiasm.
 The Peters Principles:

Emotion. Excellence. Energy.
Excitement. Service. Growth.
   Creativity. Imagination.
   Vitality. Joy. Surprise.
    Independence. Spirit.
Community. Limitless human
     potential. Diversity.
 Profit. Innovation. Design.
 Quality. Entrepreneurialism.
               Wow!
“BUSINESS
 IS ABOUT
POWER.”                      —Joanne


 Lipman, editor, on   Portfolio
 ―enterprises that Matter & change the
  game … offer solutions & experiences
  that surprise , amaze, and transform
  perceptions of what‘s possible —and
   stick like super-glue in customers‘
 minds.* such offerings are brilliantly
 conceived and flawlessly delivered by
    unconventional, creative, hyper-
committed, energetic talent from within
  & outside the organization.‖ —Tom Peters
 E.g.: Apple, Whole Foods, Cirque du Soleil, Starbucks, Wegmans, London Drugs, Griffin
  Hospital/Planetree Alliance, John Laing Homes, RE/MAX, Sewell Autos, Jim’s Group,
      The Met/Big Picture, Virgin, Commerce Bank, Google, Basement Systems Inc.,
              Ford (circa 1917), IBM (circa 1970), Wanamaker’s (circa 1880)
EXCELLENCE.
ASPIRATION.
―You do not merely want to
be the best of the best. You
    want to be
  considered the
 only ones who do
what you do.‖        —Jerry Garcia
EXCELLENCE.
ASPIRATION.
    “Every time we come to a
 comfort zone, we will find a way
  out.” “No Cloning.” “„Reinvent
the brand‟ with each new show.”
  “A typical day at the office for
 me begins by asking, ‗What
 is impossible that I
    am going to do
today?‘‖ —Daniel Lamarre, president,
            Cirque du Soleil
―Do one thing
 every day
that scares
 you.‖ —Eleanor Roosevelt
 ―The one thing you need
     to know about
  sustained individual
 success: Discover what
you don‘t like doing and

   stop                   doing it.‖
—Marcus Buckingham, The One Thing You Need to Know
EXCELLENCE.
ASPIRATION.
 UNIVERSAL.
Jim‟s
Group
                 Jim‟s Mowing Canada
                    Jim‟s Mowing UK
                     Jim‟s Antennas
                   Jim‟s Bookkeeping
              Jim‟s Building Maintenance
                 Jim‟s Carpet Cleaning
                   Jim‟s Car Cleaning
               Jim‟s Computer Services
                     Jim‟s Dog Wash
                  Jim‟s Driving School
                      Jim‟s Fencing
                       Jim‟s Floors
                      Jim‟s Painting
                       Jim‟s Paving
               Jim‟s Pergolas [gazebos]
                     Jim‟s Pool Care
                Jim‟s Pressure Cleaning
                      Jim‟s Roofing
                  Jim‟s Security Doors
                       Jim‟s Trees
                Jim‟s Window Cleaning
                   Jim‟s Windscreens

       Note: Download, free, Jim Penman‟s book:
What Will They Franchise Next? The Story of Jim‟s Group
Basement
Systems
  Inc.
 EXCELLENCE.
   REVENUE.
   MATTERS.
    MOST.
“TOP LINE TOM.”
C                    O*

*Chief   Revenue   Officer
―Our whole
  story is
 growing
 revenue.‖
—Vernon Hill (Top-line driven; standard
 is bottom-line driven by cost cutting)
WE ARE
ALL IN
―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
EXCELLENCE.
 INNOVATE.
    OR.
    DIE.
What makes
God laugh?
People
making
plans!
 “Recently I asked several corporate executives
what decisions they had made in the last year that
 would not have been made were it not for their

          All had difficulty
 corporate plans.

identifying one such decision.
   Since all of the plans are marked „secret‟ or
„confidential,‟ I asked them how their competitors
   might benefit from possession of their plans.
    Each answered with
 embarrassment that their
   competitors would not
benefit.‖ —Russell Ackoff (from Henry Mintzberg,
       The Rise and Fall of Strategic Planning )
EXCELLENCE.
 INNOVATE.
    OR.
    DIE.
  More than $$$$




                   R&D

  spending,
last 25 years?
      You don‘t
Dick Kovacevich:




   get better
     by being
   bigger. You
  “When asked to name just one big
     merger that had lived up to
   expectations, Leon Cooperman,
former cochairman of Goldman Sachs‟
    Investment Policy Committee,
      I‘m sure there are
answered:
  success stories out
   there, but at this
moment I draw a blank.‖
      —Mark Sirower, The Synergy Trap
  “Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
      — Peter Job, former CEO, Reuters
Daimler. And
Dumb. Both
 Start with
    ―d.‖
 “Marriage
in heaven”                           —Daimler-
Benz and Chrysler exchange vows, circa 1998
            (Jürgen Schrempp)




 “the divorce on
earth”         —Daimler exec, circa 2007, on

probable Cerberus private equity purchase of
           Chrysler from Daimler
      “Schrempp is one of the last
     dinosaurs of Germany Inc. He
  represents a strategy of acquiring
   assets and building empires that
    just didn‟t work.” —Arndt Ellinghorst, analyst,
                Dresdner Kleinwort Wasserstein


  “His bets went sour one by
one.” —WSJ on Jürgen Schrempp’s conglomeration (05.15.2007)
 “Obviously, we overestimated the
potential for synergies.” —Dieter Zetsche,
                       CEO, Daimler
      DaimlerChrysler/‟98-‟07:
    Duh, Duh, Duh, Duh and … Duh


Manifold Synergies/No
Severe Scale limits/Yes
 Culture clashes/Yes
  Rushmorean ego
     issues/Yes
Customer acceptance
  Mission impossible?



$36B/‟98
   minus
$675M/„07
InnoTacs
 We become
who we hang
 out with 1
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
The “Hang Out Axiom”: At
   its core, every (!!!)
relationship-partnership
   decision (employee,
 vendor, customer, etc)
  is a strategic decision
          about:
    “Innovate,
   „Yes‟ or „No‟ ”
                  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
organizations are in ruts. Make that chasms.)
“Normal” =
―o for 800‖
 “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/Harvard Business Review
 We become
who we hang
 out with 2
“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
“How do dominant companies
 lose their position? Two-
 thirds of the time,
they pick the wrong
competitor to worry
   about.‖         —Don Listwin, CEO,
        Openwave Systems/WSJ
   ―Don‘t
benchmark …
futuremark!‖
 Impetus: “The future is already here; it‟s just
  not evenly distributed” —William Gibson
 We become
who we hang
 out with 3
Whacky
WikiWo
rldWow
    “The Billion-man
    Research Team:
  Companies offering
     work to online
    communities are
reaping the benefits of
   „crowdsourcing.‟”
      —Headline, FT , 0110.07
Rob McEwen/CEO/
  Goldcorp Inc./

Red Lake         gold
   Source: Wikinomics: How Mass
  Collaboration Changes Everything,
  Don Tapscott & Anthony Williams
Concoct a
Parallel
universe!
          “SkunkWorks”/ “ParallelUniverse”




   “the

               solution”
Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC)
Where to look for “Playmates”:




F.F.F.F.
  (Find a Fellow Freak Faraway)
Build a “School on top of
 a school” (The Parallel
    Universe Strategy)
  “Parallel
Universe” …
China!!!!!!!
Speed/
Tempo/
 is-it
  FedEx
“the

Economy”
   —headline/New York Times
    Anything/
“Any3”:


  Anywhere/
   Anytime
Power Tools
 For Power
 Strategies
Try it. Try it. Try it
ry it. Try it. Screw
up. Try it. Try it. Try
 t. Try it. Try it. Try
t. Try it. Screw it up
 t. Try it. Try it. try
    ―We have a
‗strategic plan.‘
It‘s called doing
  things.‖— Herb Kelleher
“This is so simple it sounds stupid, but it is amazing
     how few oil people really understand that


 you 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
   “We made mistakes, of course. Most of them were
omissions we didn‟t think of when we initially wrote the
 software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design



 perfect, we‟re already on prototype version
              By the time our rivals are
                                               #5.
    ready with wires and screws, we are on version



#10. It gets back to planning
 versus acting: We act from day
 one; others plan how to plan—
  for months.‖ —Bloomberg by Bloomberg
―Experiment
 fearlessly‖
Source: BW 0821.06, Type A Organization Strategies/
   “How to Hit a Moving Target”—Tactic #1
Screw.
things.
―FAIL, FAIL
AGAIN. FAIL
 BETTER.‖
   —Samuel Beckett
  ―Fail .
Forward.
  Fast.‖
 High Tech CEO, Pennsylvania
 Sam‘s
Secret
  #1!
   ―Reward
 excellent failures.
Punish mediocre
   successes.”
     Phil Daniels, Sydney exec
try.
Miss.
READY.
 FIRE!
No try.
No deal.
  ―You miss

100% of
the shots you
 never take.‖
    —Wayne Gretzky
―Intelligent people
can always come up
  with intelligent
   reasons to do
   nothing.‖—Scott Simon
 Conscious
measurement
Innovation Index: How many
    of your Top 5 Strategic
Initiatives/Key Projects score
     8 or higher [out of 10] on a
     “Weird”/ “Profound”/
 “Wow”/“Game- changer”
             Scale?
personal
   “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
   “Work
    on me
  first.”                                    —Kerry Patterson,

Joseph Grenny, Ron McMillan and Al Switzler/ Crucial Conversations
EXCELLENCE.
   4/40.
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
   ―If if feels
  painful and
 scary—that‘s
real delegation‖
  —Caspian Woods, small biz owner
      The True Logic* of Decentralization:

      6 divisions = 6 ―tries‖
6 divisions = 6 DIFFERENT leaders =
   6 INDEPENDENT ―tries‖ = Max
       probability of ―win‖
  6 divisions = 6 very DIFFERENT
  leaders = 6 very INDEPENDENT
―tries‖ = Max probability of ―far
       out‖/‖3-sigma‖ ―win‖
             *“Driver”: Law of Large #s
 Ex-e-
cu-tion!
―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
(1) sum of Projects =
    Goal (―Vision‖)
(2) sum of Milestones =
    project
(3) rapid Review +
    Truth-telling =
    accountability
Ac-count-
 a-bil-ity!
CF: 30%   (no salesfolk)



MH: 80%   (salesfolk)
 “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.
DECENTRALIZATION.
   EXECUTION.
 ACCOUTABILITY.
     6:15A.M.
―But it‘s
  only
  2am!‖
 “Where are you going? … But it‟s
only 2am. … You see, you can live
your life at 120 miles an hour, and
 that‟s pretty impressive. But it‟s
 not good enough. Unless you live
  at 150 miles an hour, the world
  will pass you by,” HRH Prince Alwaleed*

*1 day: 573 people met separately, 200 phone calls, 100 text messages, etc

 Source: “Prince Alwaleed, Inside the private world of the Middle East’s
      most powerful investor” cover story, The Business, 0519.07
DECENTRALIZATION.
   EXECUTION.
 ACCOUTABILITY.
 6:15A.M. (2a.m.)
Up,   Up,   Up,        Up
       the Value-added Ladder.
    EXCELLENCE.
VALUE-ADDED LADDER I.
      SOLVE IT.
Huge: Customer
Satisfaction   versus

  Customer
Success
Up,   Up,   Up,        Up
       the Value-added Ladder.
The Value-added Ladder/ STUFF „N‟ THINGS



    Goods
 Raw Materials
The Value-added Ladder/Stuff & TRANSACTIONS




    Services
       Goods
    Raw Materials
 The Value-added Ladder/ OPPORTUNITY-SEEKING



Customer Success/
  Gamechanging
    Solutions
              Services
               Goods
            Raw Materials
EXCELLENCE.
  SOLVE IT.
 NO OPTION.
PSF. (PSF++)
“ „Disintermediation‟ is overrated. Those who fear
 disintermediation-outsourcing should in fact be
afraid of irrelevance; „outsourcing‟ is just another


           you‟ve
      way of saying that …



become irrelevant to
 your customers.”
        —John Battelle/Point/Advertising Age /07.05
“Deutsche Bank Moves Half of Its
   Back-office Jobs to India”/


       (500
  headline/FT/0327


   of 900
 Research)
   “[Former Fed Vice-chairman Alan] Blinder …
  remains an implacable opponent of tariffs and
trade barriers. But now he is saying loudly that a
    new industrial revolution—communication
 technology that allows services to be delivered


            40
     from afar—will put as many as


million American
jobs          at risk of being shipped out of the
country in the next decade or two.”* —Wall Street
                  Journal /0328

     *Blinder: 40 million =―only the tip
              of a very big iceberg.‖
“support function” /
   “cost center”/
    “overhead”
      or …
 Are you …   “Rock
Stars of the
   Age of
  Talent”
Department Head
           to …


Managing
Partner,
IS   Inc.
   [HR, R&D, etc.]
                Are you the …


 “Principal
  Engine of
Value Added”
 *E.g.: Your R&D budget as robust as the New Products team?
           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)
 The ―PSF35‖:
       Thirty-Five
Professional Service Firm
  Marks of Excellence
  Psf.
Bedrock.
   PSF/Professional Service Firm/Beliefs
Profession: Calling/Passion to make a
            difference/Excellence (always)
point of view: know exactly what we
              stand for/
              ―Dramatic Difference‖
Client: enduring, test-the-limits
       relationship/Trusted advisor
Solution: Rock His-her World/ “wow”/
         implemented ―Culture change‖/
         >>>>>> ―satisfaction‖
          “Technology
 HCare CIO :
  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)
                 Big Idea:
   ―Corporation‖ as
  Mega-―PSF‖
  (Professional Service
         Firm*)
 * “Virtual” Collection of Entrepreneurially-minded
Professionals (“Talent”/“Roster”) Creating/Applying
        Intellectual Capital (“Work Product”)
     EXCELLENCE.
VALUE-ADDED LADDER II.
    EXPERIENCE IT.
   ―Experiences
  are as distinct
 from services as
services are from
goods.‖                  —Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a
                       Stage
      “The [Starbucks] Fix” Is on …


    “We have
identified a „third
 place.‟             And I really believe
  that sets us apart. The third place is
that place that‟s not work or home. It‟s
   the place our customers come for
    refuge.” —Nancy Orsolini, District Manager
   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
Up,   Up,   Up,        Up
       the Value-added Ladder.
The Value-added Ladder/ MEMORABLE CONNECTION



   Spellbinding
   Experiences
   Gamechanging Solutions
         Services
          Goods
       Raw Materials
Beyond the “Transaction”/ “Satisfaction” Mentality

“Good hotel”/ “Happy guest”/
 “Exceeded Expectations”
                       vs.

   ―Great Vacation‖/
  ―Great Conference‖/
  ―Operation Personal
       Renewal‖
   C              O*
*Chief e   Xperience Officer
    EXCELLENCE.
VALUE-ADDED LADDER III.
      DREAM IT.
         Furniture vs. Dreams
“We do not sell „furniture‟ at Domain.
We sell dreams. This
 is accomplished by addressing the
half-formed needs in our customers‟
heads. By uncovering these needs,
we, in essence, fill in the blanks. We
convert „needs‟ into „dreams.‟
   Sales are the inevitable
 result.”   — Judy George, Domain Home Fashions
Up,   Up,   Up,        Up
       the Value-added Ladder.
   The Value-added Ladder/ EMOTION


Dreams Come True
  Spellbinding Experiences
  Gamechanging Solutions
          Services
           Goods
        Raw Materials
C

*Chief Dream Merchant
“Dreams Come True”:

    IBM
    EXCELLENCE.
VALUE-ADDED LADDER III.
 ALL YOU NEED IS LOVE.
 “Brands have
   run out of
 juice. They‟re
dead.” —Kevin Roberts/Saatchi & Saatchi
  Kevin Roberts:



Lovemarks!
Brand …………………………………………………. Lovemark
Recognized by consumers ………………. Loved by People
Generic ………………………………………………… Personal
Presents a narrative ………………….. Creates a Love story
The promise of quality ……………… A touch of Sensuality
Symbolic ………………………………………………….. Iconic
Defined ………………………………………………….. Infused
Statement ………………………………………………….. Story
Defined attributes ……………………... Wrapped in Mystery
Values ………………………………………………………. Spirit
Professional …………………………... Passionately Creative
Advertising agency ………………………….. Ideas company

Source: Kevin Roberts, Lovemarks
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
Up,   Up,   Up,        Up
       the Value-added Ladder.
   The Value-added Ladder/ ECSTASY




   Lovemark
  Dreams Come True
Spellbinding Experiences
          Services
           Goods
        Raw Materials
     C       O*


*Chief Lovemark Officer
 New (4 of 7) Value-added “Ladder”:
Plays to Women‟s Inherent Strengths!

       Lovemark/F
  Dreams Come True/F
Spellbinding Experiences/F
Gamechanging Solutions/F
          Services/F
           Goods/M
        Raw Materials/M
EXCELLENCE.
DOES MATTER
  MATTER?
 “What Isn‟t
Matter Is What
  Matters”
—section title, Branded Nation: The Marketing of Megachurch,
     College Inc., and Museumworld, James Twitchell
   VA “Teaching Moment”


“Andy pointed to
 a molding,
about halfway
up the wall …”
The Boot … and
  Timberland
 The Tomato/
Farmer … and
  Campbell‘s
 “NEW”
MARKETS.
E-nor-mous
Stra-te-gic
opp-or-tun
 women.
BOOMERS.
GEEZERS.
Amazon Reviewer: “„Trends‟ [TP-
MB book] is old news!” (1 of 5
stars)

TP: “Repeating   it doesn‟t make it
   It ain‘t old if it
„old.‟
hasn‘t been
implemented!‖
 women
BOOMERS
“EXCELLENCE.”
   AARGH.
200
   Good Thinking, Guys!
“Kodak Sharpens Digital Focus
   On Its Best Customers:


 Women‖
      —Page 1 Headline/WSJ/0705
 women
BOOMERS
Just Say No.
   “Forget China,
    India and the
Internet: Economic
 Growth Is Driven
by   Women.”                                —Headline,
     Economist, April 15, 2006, Leader, page 14
   Women‟s Trifecta+


  *Buy
 *Wealth
  *Lead
+ECLIPSE OF MALES
 (Old/Retire; Young/Poorly educated)
      Not Just America …


―Boys Falling
 Seven Years
 Behind Girls
at GCSE Level‖
—headline, Weekly Telegraph, UK, 10.25.06
“Girls are
 the new
  boys.”
Source: The Daily Mail, 0425.2007,
“Why today’s women want a girl”
“Women are
the majority
  market”
—Fara Warner/The Power of the Purse
                       ?????????
        Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
               Houses … 91%
         D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
             Cars … 68% (90%)
     All consumer purchases … 83%
           Bank Account … 89%
 Household investment decisions … 67%
  Small business loans/biz starts … 70%
             Health Care … 80%
  Internet
 users: 60%*
*“manage their lives and the lives of their families” —
     Kelley Mooney, president, Resource Interactive

       Source: Fara Warner, The Power of the Purse
“Themost significant
  variable in every
       sales situation is the
gender     of the buyer, and
more importantly, how the
salesperson communicates
  to the buyer‟s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
                    A World of Difference
               Build Sales and Share by Tapping into
                      the Buying Power of Women




Martha                             T r e n d S i g h t™




Barletta
Author, Marketing to Women
President & CEO, The TrendSight Group       Powered by Microsoft Office® Live Meeting
 The Perfect Answer

Jill and Jack buy
  slacks in black…
   “She        knows more about the
[Volvo] than the salesman who greets
     her at the door. But how is she
   treated? As if she has a low IQ , is
  slightly hard of hearing , and really
  has no right to be buying a luxury
 car; and if she brought a male friend
    with her, odds are 10:1 that the
clueless salesperson spent most of his
time speaking to him .” —Selling to Men, Selling
           to Women, Jeffery Tobias Halter
―Women don‘t buy
      They
brands.

join them.‖
     EVEolution
          Selling to men: The
       TRANSACTION Model
       Selling to Women: The
         RELATIONAL Model

Source: Selling to Men, Selling to Women , Jeffery Tobias Halter
2.6 vs.
    75% switch
financial advisors
within 3 years of
   widowhood
Source: Eileen McDonnell, The American College
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.
   P-l-e-a-s-e Read …



Fara Warner:
The Power of
 the Purse
      Cases! Cases! Cases!
McDonald‟s (“mom-centered” to “majority consumer”; not
                          via kids)
    Home Depot (“Do it [everything!] Herself”)
           P&G (more than “house cleaner”)
          DeBeers (“right-hand rings”/$4B)
                AXA Financial
 Kodak (women = “emotional centers of the household”)
Nike (> jock endorsements; new def sports; majority consumer)
                       Avon
 Bratz (young girls want “friends,” not a blond stereotype)

        Source: Fara Warner/The Power of the Purse
EXCELLENCE.
OPPORTUNITY.
   WOMEN.
  BUSINESS.
   OWNERS.
94%                    of loans to …


women*
*Microlending; “Banker to the poor”; Grameen Bank;
Muhammad Yunus; 2006 Nobel Peace Prize winner
 WOMEN.
DOMINATE.
ECONOMIC.
 GROWTH.
   “Forget China,
    India and the
Internet: Economic
 Growth Is Driven
by   Women.”                                —Headline,
     Economist, April 15, 2006, Leader, page 14
―Since 1970, women
  have held two
   out of every
  three new jobs
 created.‖ — FT, 10.03.2006
       10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women‟s work force participation rates have
  soared worldwide.
Women are closing in on “same pay for same
  job.”
Women are penetrating senior ranks rapidly
  [even if the pace is slow for the corner
  office per se].
Women‟s leadership strengths are exceptionally well
  aligned with new organizational effectiveness &
  value-added imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
  as well as consumer goods.
So what exactly is … the point of men?
 “One thing is certain: Women‟s rise to power, which is linked
     to the increase in wealth per capita, is happening in all
    domains and at all levels of society. Women are no longer
   content to provide efficient labor or to be consumers with
rising budgets and more autonomy to spend. … This is just the
beginning. The phenomenon will only grow as girls prove to be

                                    For a
 more successful than boys in the school system.

number of observers, we have
 already entered the age of
‗womenomics,‘ the economy as
 thought out and practiced
 by a woman.‖ —Aude Zieseniss de Thuin, Financial
                       Times, 10.03.2006
COROLLARY.
EXCELLENCE.
  WOMEN.
   RULE.
―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
 New (4 of 7) Value-added “Ladder”:
Plays to Women‟s Inherent Strengths!

       Lovemark/F
  Dreams Come True/F
Spellbinding Experiences/F
Gamechanging Solutions/F
          Services/F
           Goods/M
        Raw Materials/M
 women
BOOMERS
GEEZERS
          20
$14,000,000,000,000-
 $25,000,000,000,000
  !!!!!!!!!!!!!!!!!
―People turning 50
        more
today have
 than half of
  their adult life
ahead of them.‖                          —Bill Novelli,
  50+: Igniting a Revolution to Reinvent America
 women
BOOMERS
GEEZERS
Subject: Marketers & Stupidity




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



Or is it:   “18-44 is
stupid, stupid!”
      2000-2010 Stats


 18-44: -1%
55+: +21%
(55-64:   +47%)
BOOMERS.
GEEZERS.
 MONEY.
   ALL.
  NOW.
   We are the Aussies & Kiwis & Americans &
Canadians. We are the Western Europeans &
Japanese. We are the fastest growing, the
biggest, the wealthiest, the boldest, the
       most (yes) ambitious, the most
   experimental & exploratory , the most
  different, the most indulgent, the most
 difficult & demanding, the most service &
  experience obsessed, the most vigorous,
   (the least vigorous,) the most health
    conscious, the most female, the most
profoundly important commercial market
 in the history of the world—and we will
   be the Center of your universe for the
       See me.
    Watch me.
   respect me.
  Suck up to me.
     Serve me.
      Love me.
Love my longevity.
Love my m-o-n-e-y.
lizabeth Cady Stanton
  (more or less) (circa 0331.2007)
         See ―her.‖
       Watch her.
       respect her.
  Be obsequious to her.
        Serve her.
         Love her.
Love her long longevity.
   Love her m-o-n-e-y.
(which is damn near a-l-l
      the mon-$$$$$$.)
Boomers‟-Geezers‟-Women‟s Trifecta+


     *Buy/all
   *Wealth/all
  *time left/lots
    *Eclipse of males/retire-die
       44-65: ―New
       Customer
      Majority‖ *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
 “One particularly puzzling category of youth-
 obsession is the highly coveted target of men
  18-34, and it‟s always referred to as „highly
     coveted category.‟ Marketers have been
 distracted by men age 18-34 because they are
 getting harder to reach. So what? Who wants
to reach them? Beyond fast food and beer, they
  don‟t buy much of anything. … The theory is
    that if you „get them while they‟re young,

                   What
      they‟re yours for life.‟

            nonsense!‖
         —Marti Barletta, PrimeTime Women
 “Fifty-four years of age has been
  the highest cutoff point for any
marketing initiative I‟ve ever been
involved in. Which is pretty weird
when you consider age 50 is right
   about when people who have
worked all their lives start to have
some money to spend.” —Marti Barletta,
            PrimeTime Women
 ―Baby-boomer
  Women: The
   Sweetest of
 Sweet Spots for
Marketers”             —David Wolfe and Robert
     Snyder, Ageless Marketing
  !!!!!!!!!!!!!!!!!
―People turning 50
        more
today have
 than half of
  their adult life
ahead of them.‖                          —Bill Novelli,
  50+: Igniting a Revolution to Reinvent America
Brand Loyalty: Stable
or Unstable/Fickle?

 Serial Monogamy:
A Personal Odyssey
     Tom Peters/0411.07
Beer: National Boh to Bud to Anchor Steam to Zilch
Car: Chevrolet (1942-1962) to misc to Subaru
Biz Clothes: Various warehouses to Brooks to Nordstrom to Milan
Biz: Big (U.S. Navy, McKinsey) to Small (de facto self-employed)
Sports clothes: Misc-cheap to Northface
Spouse: “Sexy broad” (wife #1) to Best friend/Brainy (+sexy)
School: Cornell to Stanford to RISD (Go Nads!)
Pens: Cross to Bic
Food: Safeway to Whole Foods
Music: Beatles to Queen
Home Furnishings: With it to Comfortable
Home: SF Bay Area to West Tinmouth VT
Favorite sport: Lacrosse-Crew to Speed Walking-Trekking-Rowing
Favorite MLB, NFL: Orioles-Baltimore Colts to A‟s-Raiders (Warriors!)
Favorite magazine: Life to Wired
Favorite media: Print-Radio to Web-Radio
Favorite airline: TWA to American to Lufthansa
Home: East to West
Vacations: USA to New Zealand
Price: Cheap to Varied (Wal*Mart to Milan)
Hotel: Ramada/Holiday Inns to Four Seasons/Leading Hotels
Restaurants: McDonald‟s to Hole in the wall
Stores: Misc/Big to Little shops
Loyalty: Serial monogamy (just as loyal now as then; love ‘em, then leave ‘em‖)
EXCELLENCE.
 INDIVIDUAL.
BRAND YOU.
     ―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
Distinct   … or


 …   Extinct
    ―You are the
storyteller of your
own life, and you can
  create your own
legend or not.‖—Isabel Allende
                   New Work SurvivalKit.2007
1. MASTERY! (Best/Absurdly Good at Something!)
2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)
3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession
(From vertical/hierarchy/“suck up” loyalty to
   horizontal/“colleague”/“mate” loyalty)
5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity!
6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 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!)
        Personal “Brand Equity” Evaluation

– My current Project is challenging me …
– New things I’ve learned in the last 90 days include …
– I am known for [2 to 3 things]; next year at this time I’ll
  also be known for [1 more thing].
– 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 …
Muhammad Yunus: “All human beings
   are entrepreneurs. When we
  were in the caves we were all self-
employed . . . finding our food, feeding
ourselves. That‟s where human history
  began . . . As civilization came we
   suppressed it. We became labor
  because they stamped us, „You are
    labor.‟ We forgot that we are
            entrepreneurs.”


Source: Muhammad Yunus/The News Hour—PBS/1122.2006
   Getting to WOW
Through Mastery of …
 The Sales   25.
 Presentation
Excellence: The
   PresX56
―The problem with
communication ...is
 the ILLUSION that
    it has been
  accomplished.‖
    —George Bernard Shaw
―Everyone lives
   by selling
  something.‖
   —Robert Louis Stevenson
 Listening &
Interviewing
 Excellence:
The IntX31
supreme
 skills
 (m.i.a.)
 Talk.
Listen.
EXCELLENCE.
 BEDROCK.
  TALENT.
  “THE FUTURE BELONGS TO …
SMALL POPULATIONS …
WHO BUILD EMPIRES OF THE MIND
… AND WHO IGNORE THE TEMPTATION OF—
    OR DO NOT HAVE THE OPTION OF—
   EXPLOITING NATURAL RESOURCES.”


 Source: Juan Enriquez/As the Future Catches You
Hire very
  good
 people!
“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
C                       O*
*Chief talent acquisition Officer
INVITE THEM TO
   JOIN US IN A
  JOURNEY TO
  EXCELLENCE!
“In the end, management
 doesn‟t change culture.
       Management

  invites
 the workforce itself to
  change the culture.”
       —Lou Gerstner
   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/Mt Excellence

 “free to do his or her
   absolute best” …
 “allow its members to
     discover their
      greatness.”
 C           O*
*Chief quest-meister
EMPHASIZE
 THE ―SOFT
  SKILLS.‖
            A Few Lessons from the Arts
Each hired and developed and evaluated in unique ways
        (23 contributors = 23 unique contributions = 23 pathways =
                  23 personalities = 23 sets of motivators)
       Attitude/Enthusiasm/Energy paramount
                    Re-lent-less!
           “Practice is cool” (G Leonard/Mastery)
                 Team and individual
        Aspire to EXCELLENCE = Obvious
                     Ex-e-cu-tion
                Talent = Brand = Duh
                 “The Project” rules
                 Emotional language
                   Bit players. No.
                    B.I.W. (everything)
        Delta events = Delta rosters (incl leader/s)
 Build on
strengths
   “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
SO YOU‘RE A
 ―PEOPLE
 PERSON‖?
 PROVE IT.
“The leaders of Great Groups
love talent and know
    where to find it. They
revel in the talent
of others.‖                     —Warren Bennis &
   Patricia Ward Biederman, Organizing Genius
  PARC‟s Bob Taylor:

―Connoisseur
  of Talent‖
SO YOU‘RE A
 ―PEOPLE
 PERSON‖?
 PROVE IT.
 < CAPEX
> People!
SO YOU‘RE A
 ―PEOPLE
 PERSON‖?
 PROVE IT.
 PUT HR AT THE
HEAD OF THE HEAD
  TABLE. BEST
PEOPLE. NOBLEST
    MISSION.
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; i.e., 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.
LIVE FOR
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
Brand =
Talent.
  “I have always
 believed that the
   purpose of the
corporation is to be
 a blessing to the
 employees.” —Boyd Clarke
EXCELLENCE.
 AWOL: THE
  SCHOOLS
   FIASCO.
 “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

                  His teacher
   grade in art at such a young age?

    informed us that he had
  refused to color within the
    lines, which was a state
        requirement for
  demonstrating ‗grade-level
         motor skills.‘ ‖
                      —Jordan Ayan, AHA!
Ye gads: “Thomas Stanley has not 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
New Economy Biz Degree Programs
MBA (Master of Business Administration)
MMM1 (Master of Metaphysical Management)
 MMM2 (Master of Metabolic Management)
   MGLF (Master of Great Leaps Forward)
   MTD (Master of Talent Development)
W/MwGTDw/oC (Woman/Man Who Gets Things
         Done without Certificate)
        DE (Doctor of Enthusiasm)
Just
 say
―No‖!
         ―Never, ever again
Promise #1:
  will I evaluate anyone
   using a standardized
  instrument devised by
    a ―professional‖ in
   inhuman Resources.‖
 One size …


NEVER
  fits all.
              …
    Arts/???
    V.P.s/???
Nobel Prizes/???
 Our spouse/???
Our children/???
NEVER … ever …
ever ……. ever …
ever … ever   …
ever … ever …ever




…   EVER … ever
EXCELLENCE.
 BEDROCK.
LEADERSHIP.
   ―12 Ps.‖
 Tom Peters/04.18.2007
  PURPOSE.
  PASSION.
 Potential.
 Presence.
 Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
 Peculiar.
  Potent.
  Positive.
“21 st-century

Leadership” =
  Bunkum
PURPOSE.
  PASSION.
 Potential.
 Presence.
 Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
 Peculiar.
  Potent.
  Positive.
―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)
“A leader is
a dealer in
hope.”                —Napoleon
   (+TP’s writing room pics)
USN&WR: What traits do successful activists share?


          “They
  Studs Terkel, age 91:

 have hope, and
they imbue others
   with hope.”
  “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‟?”
   Leader Job One



  Paint
Portraits of
Excellence!
 PURPOSE.
PASSION.
 Potential.
 Presence.
 Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
 Peculiar.
  Potent.
  Positive.
―Nothing is so
contagious as
 enthusiasm.‖
   —Samuel Taylor Coleridge
EX-UB-
 ER-
ANCE!
 Exuberance: The Passion for Life , by Kay Redfield Jamison+

 “I believe exuberance is incomparably more important
     than we acknowledge. If, as has been claimed,
 enthusiasm finds the opportunities and energy makes
the most of them, a mood of mind that yokes the two of
               them is formidable indeed.”

    “The Greeks bequeathed to us one of the most
      beautiful words in our language—the word
„enthusiasm‟—en theos—a god within. The grandeur of
  human actions is measured by the inspiration from
which they spring. Happy is he who bears a god within,
          and who obeys it.”—Louis Pasteur

 “Exuberance is, at its quick, contagious. As it spreads
   pell-mell through a group, exuberance excites, it
 delights, and it dispels tension. It alerts the group to
                change and possibility.”
 Exuberance: The Passion for Life, by Kay Redfield Jamison+

      “A leader is someone who creates infectious
               enthusiasm.”—Ted Turner

 “„Glorious‟ was a term [John] Muir would invoke time
and again … despite his conscious attempts to eradicate
       it from his writing. „Glorious‟ and „joy‟ and
  „exhilaration‟: no matter how often he scratched out
   these words once he had written them, they sprang
                   up time and again …”

“To meet Roosevelt, said Churchill, „with all his buoyant
 sparkle, his iridescence,‟ was like „opening a bottle of
  champagne.‟ Churchill, who knew both champagne
  and human nature, recognized ebullient leadership
                     when he saw it.”
 Exuberance: The Passion for Life, by Kay Redfield Jamison+
  “At a time of weakness and mounting despair in the
      democratic world, Roosevelt stood out by his
    astonishing appetite for life and by his apparently
complete freedom from fear of the future; as a man who
welcomed the future eagerly as such, and conveyed the
 feeling that whatever the times might bring, all would
 be grist to his mill, nothing would be too formidable or
 crushing to be subdued. He had unheard of energy and
 gusto … and was a spontaneous, optimistic, pleasure-
   loving ruler with unparalleled capacity for creating
            confidence.”—Isaiah Berlin on FDR
 Exuberance: The Passion for Life , by Kay Redfield Jamison+
 “Churchill had a very powerful mind, but a romantic
and unquantitative one. If he thought about a course
  of action long enough, if he achieved it alone in his
own inner consciousness and desired it passionately,
he convinced himself it must be possible. Then, with
 incomparable invention, eloquence and high spirits,
    he set out to convince everyone else that it was
    not only possible, but the only course of action
               open to man.”—C.P. Snow

    “We are all worms. But I do believe that I am a
         glow-worm.”—Churchill on Churchill

“The multitudes were swept forward till their pace was
    the same as his.”—Churchill on T.E. Lawrence

   “He brought back a real joy to music.”—Wynton
            Marsalis on Louis Armstrong
  PURPOSE.
  PASSION.
Potential.
  Presence.
  Personal.
  pissed off.
   Playful.
 PERSISTENCE.
    PEOPLE.
  Peculiar.
   Potent.
   Positive.
“The role of the Director is to create a
     space where the actors and
 actresses can become more
 than they‘ve ever been
   before, more than
   they‘ve dreamed of
 being.‖    —Robert Altman, Oscar acceptance speech
  PURPOSE.
  PASSION.
 Potential.
Presence.
 Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
  Potent.
  Positive.
MBWA*
*5,000 miles for a 5-minute face-to
  -face meeting (courtesy super-
      agent Mark McCormick)
            MBWA, Grameen Style!
 “Conventional banks ask their clients to come
to their office. It’s a terrifying place for the poor
  and illiterate. … The entire Grameen Bank
system runs on the principle that people
  should not come to the bank, the bank
   should go to the people. … If any staff
member is seen in the office, it should be taken
as a violation of the rules of the Grameen Bank.
  … It is essential that [those setting up a new
 village Branch] have no office and no place to
 stay. The reason is to make us as different as
      possible from government officials.”
     Source: Muhammad Yunus, Banker to the Poor
  PURPOSE.
  PASSION.
 Potential.
 Presence.
Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
 Peculiar.
  Potent.
  Positive.
 “You must      be
 the change you
wish to see in the
    world.‖
       Gandhi
 Questions: What do others think of you? [Are you sure?] What
 do you think of you? [Are you sure?] What is your impact on
others? [Are you sure?] What is your impact on others? [Are
 you sure?] What is your impact on others? [Are you sure?]
   What are the “little things” you (perhaps unconsciously) do that
 cause people to shrivel—or blossom? [Are you sure?] What do
    you want? [Are you sure?] Are you aware of your changing
moods? [Are you sure?] How fragile is your ego? [Are you sure?]
Do you have a true confidant? [Are you sure?] Do you perform brief
or not-so-brief self-assessments? Do you talk too much? [Are you
   sure?] Do you know how to listen? [Are you sure?] Do you
   listen? [Are you sure?] What is your style of “hashing things
 out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive,
 (d) genuinely interested in people, (e) etc? [Are you sure?] Are
you flexible? Have you changed your mind about anything important
  in a while? Are you comfortable-uncomfortable with folks on the
  front line? Do you think you‘re ―in touch with the pulse of
        things around here‖? [Are You Sure?] Are you too
   emotional/intuitive? Are you too unemotional/rational? Do you
spend much time with people who are new to you? [Do you think
               questions like this are ―so much BS‖?]
  PURPOSE.
  PASSION.
 Potential.
 Presence.
Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
 Peculiar.
  Potent.
  Positive.
―Courtesies of a small and
trivial character are the
    ones which strike
 deepest in the grateful
and appreciating heart.‖
          —Henry Clay
The …Jim Jeffords
    oversight!
  PURPOSE.
  PASSION.
 Potential.
 Presence.
 Personal.
pissed off.
   Playful.
 PERSISTENCE.
   PEOPLE.
  Peculiar.
   Potent.
  Positive.
Pissed Off* **
*As in “I‟m pissed off and I‟m not gonna take it any more …”


**Innovation Stems from Irritation
  (Re-imagining Results from Rage)
F(Anger/Passion)
 >>>> f(Pushback
from Threatened
    Fat-cats &
 Bureau-crats)
 PURPOSE.
 PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
  PEOPLE.
 Peculiar.
  Potent.
 Positive.
SERIOUS
 PLAY
  ―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
Try it. Try it. Try it
ry it. Try it. Screw
up. Try it. Try it. Try
 t. Try it. Try it. Try
t. Try it. Screw it up
 t. Try it. Try it. try
   PURPOSE.
   PASSION.
  Potential.
  Presence.
  Personal.
  pissed off.
   Playful.
PERSISTENCE.
    PEOPLE.
   Peculiar.
    Potent.
   Positive.
Relentless: “One of
my superstitions had always been
when I started to go anywhere or

       not to
  to do anything,

turn back , or stop,
  until the thing intended was
     accomplished.” —Grant
 ―incredible
  power of
endurance‖                                                   —political

colleague, on Nicolas Sarkozy, repeatedly written off by the public and
         the celestial powers of French politics (FT, 0515.07)
 Re-
lent
  PURPOSE.
  PASSION.
 Potential.
 Presence.
 Personal.
 pissed off.
  Playful.
PERSISTENCE.
PEOPLE.
 Peculiar.
  Potent.
 Positive.
―Leaders‗do‘
    people.
  Period.‖—Anon.
―Leaders
‗SERVE‘
 people.
Period.‖
       —Anon.
Cause   (worthy of commitment)



Space   (room for/encouragement
        for initiative)


Decency           (respect, humane)
“Sorry, I‟ve got to go—the
  HR people get on me if I
don‟t go do my „shake hands-
 chat up‟ duty”        —president, large
 division of large company in the _______
                 industry
  PURPOSE.
  PASSION.
 Potential.
 Presence.
 Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
Peculiar.
 Potent.
 Positive.
 We become
who we hang
 out with
                  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
organizations are in ruts. Make that chasms.)
“Normal” =
―o for 800‖
  “Diverse groups of problem solvers—
  groups of people with diverse tools—
consistently outperformed groups of the
 best and the brightest. If I formed two
   groups, one random (and therefore
 diverse) and one consisting of the best
  individual performers, the first group
       almost always did better. …
   Diversity trumped
  ability.‖           —Scott Page, The Difference: How
     the Power of Diversity Creates Better Groups,
        Firms, Schools, and Societies Diversity
 Keep
Austin
Weird
  PURPOSE.
  PASSION.
 Potential.
 Presence.
 Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
 Peculiar.
Potent.
 Positive.
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
                 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!
  PURPOSE.
  PASSION.
 Potential.
 Presence.
 Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
 Peculiar.
   Potent.
Positive.
       ―[other]
On NELSON:

admirals more
 frightened of
  losing than
anxious to win‖
  PURPOSE.
  PASSION.
 Potential.
 Presence.
 Personal.
 pissed off.
  Playful.
PERSISTENCE.
   PEOPLE.
 Peculiar.
  Potent.
  Positive.
―Excellence can be obtained if you:
 ... care more than others think is wise;
 ... risk more than others think is safe;
 ... dream more than others think
     is practical;
 ... expect more than others think
     is possible.‖

      Source: Anon. (Posted @ tompeters.com by
       K.Sriram, November 27, 2006 1:17 AM)
 "Life is not a journey to the
 grave with the intention of
 arriving safely in one pretty
and well preserved piece, but
    to skid across the line
 broadside, thoroughly used
  up, worn out, leaking oil,
shouting „GERONIMO!‟ ”
   —Bill McKenna, professional motorcycle racer
            (Cycle magazine 02.1982)
Ger-
on-i-
mo!

								
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