1
The capacity to develop close and enduring
relationships is the mark of a leader.
Unfortunately, many leaders of major companies
believe their job is to create the strategy,
organization structure and organizational
processesthen they just delegate the work to be
done, remaining aloof from the people doing the
work. Bill George, Authentic Leadership
Tom Peters EXCELLENCE. ALWAYS.Zagreb/05
June 2008
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Part II
4
Excellence The Leadership50
5
bedrock.
6
1. Leaders serve.
7
Organizations exist to serve. Period. Leaders
live to serve. Period.
8
The Basic Mechanism.
9
2. Leadership Is a Mutual Discovery Process.
10
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
11
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups 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.
12
Leaders Mt Everest Testfree to do his or
her absolute best allow its members to
discover their greatness.
13
Quests!
14
Why in the World did you go to Siberia?
15
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
16
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
17
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke TP An
organization is, in fact and after all is
said and done, a/the house in which most of us
live most of the time.
18
The Leadership Types.
19
3. Great Leaders on White Horses Are Important
but Great Talent Developers (Type I Leadership)
are the Bedrock of Organizations that Perform
Over the Long Haul.
20
Whoops Jack didnt have a vision!
21
4. But There Are Times When the visionary
Type (Type II Leadership) Matters!
22
A leader is a dealer in hope. Napoleon
23
5. Find the Businesspeople! (Type III
Leadership)
24
I.P.M. (Inspired Profit Mechanic)
25
6. All Organizations Need the Golden Leadership
Triangle.
26
The Golden Leadership Triangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic.
27
7. Leadership Mantra 1 IT ALL DEPENDS!
28
Renaissance Men are a snare, a myth, a
delusion!
29
8. The Leader Is Rarely/Never the Best Performer.
30
The Leadership Dance.
31
9. Leaders SHOW UP!
32
MBWA
33
A body can pretend to care, but they cant
pretend to be there. Texas Bix Bender
34
Its always showtime. David DAlessandro,
Career Warfare
35
10. Leaders LOVE the MESS!
36
If things seem under control, youre just not
going fast enough. Mario Andretti
37
11. Leaders DO!
38
We have a strategic plan. Its called doing
things. Herb Kelleher
39
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 youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
40
12. Leaders Re-do.
41
Phil Crosby is an idiot!
42
We made mistakes, of course. Most of them were
omissions we didnt 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,
were already on prototype version 5. By the
time our rivals are 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 planfor months. Bloomberg by Bloomberg
43
13. BUT Leaders Know When to Wait.
44
Tex Schramm The too hard box!
45
14. Leaders Are Optimists.
46
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
47
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. Lou Cannon
48
15. Leaders FOCUS!
49
Dennis, you need a To-dont List !
50
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five.Not ten.Three. Richard
Haass, The Power to Persuade
51
The one thing you need to know about
sustained individual success Discover what you
dont like doing and stop doing it.
Marcus Buckingham, The One Thing You Need to
Know
52
16. Leaders Send V-E-R-Y Clear Signals About
Whats Important!
53
Really Important Stuff Rogers Rule of Three!
54
Robinson/American ExpressPuckett/HughesOlsen/Dig
italMozilo/CountrywideMilliken/MillikenWelch/GE
55
Danger S.I.O. (Strategic Initiative Overload)
56
If It Aint Broke Break It.
57
17. Leaders FORGET!/Leaders DESTROY!
58
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
59
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
60
18. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

61
Damned If You Do, Damned If You Dont, 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)
62
19. Leaders HONOR THE USURPERS.
63
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersSource Wayne Burkan,
Wide Angle Vision
64
20. Leaders Make Lots of Mistakes and MAKE NO
BONES ABOUT IT!
65
Fail faster. Succeed sooner.David Kelley/IDEO
66
21. Leaders Make BIG MISTAKES!
67
Reward excellent failures. Punish mediocre
successes.Phil Daniels
68
Create.
69
22. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
70
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

71
YESBANKCommerce Bank
72
23. Leaders Make Their Mark / Leaders Do
Stuff That Matters
73
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
74
24. Leaders Push Their Organizations W-a-y Up
the Value-added Chain.
75
55B
76
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
77
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
78
24
79
Every project we undertake starts with the same
question How can we do what has never been done
before? Stuart Hornery, Lend Lease
80
25. Leaders Push Past Service Transactions to
Scintillating Experiences.
81
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
82
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
83
26. Leaders LOVE the New Technology!
84
Power Tools For Power Strategies/ARD 40K
85
27. Needed? Type IV Leadership Technology
Dreamer-True Believer
86
The Golden Leadership Quadrangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic (4) Technology Dreamer-True Believer.
87
Talent.
88
28. Leaders DO TALENT!
89
Leaders do people. Period. Anon.
90
Brand Talent.
91
29. When It Comes to TALENT Leaders Always Go
Berserk!
92
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
93
30. Leaders Listen. Leaders Consult.
94
The One line of code Theorem All we-they-me
want is (1) to be consulted, (2) to be taken
seriously, (3) a tiny show of appreciation
95
Passion.
96
31. Leaders Sell PASSION!
97
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
98
Gary Hamel Create a cause, not a business.
99
32. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
100
BZ I am a Dispenser of Enthusiasm!
101
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
102
33. Leaders Are in a Hurry
103
We dont sell insurance anymore. We sell speed.
Peter Lewis, Progressive
104
Metabolic Management
105
34. Leaders Focus on the SOFT STUFF!
106
Hard is soft. Soft Is hard.
107
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.
108
The Job of Leading.
109
35. Leaders Know Its ALL SALES ALL THE TIME.
110
If you dont LOVE SALES find another life.
(Dont pretend youre a leader.)
111
36. Leaders LOVE POLITICS.
112
If you dont LOVE POLITICS find another life.
(Dont pretend youre a leader.)
113
All success is a Matter of implementation. All
implementation is a matter of politics.
114
37. But Leaders Also Break a Lot of China.
115
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, Most Admired
Global Corporations
116
38. Leaders Give RESPECT!
117

• It was much later that I realized Dads secret.
  He gained respect by giving it. He talked and
  listened to the fourth-grade kids in Spring
  Valley who shined shoes the same way he talked
  and listened to a bishop or a college president.
  He was seriously interested in who you were and
  what you had to say.
• Source Sara Lawrence-Lightfoot, Respect

118
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
119
39. Leaders Say Thank You.
120
The deepest human need is the need to be
appreciated.William James
121
FLOWERPOWER
FLOWERPOWER
122
40. Leaders Are Curious.
123
The Three Most Important Letters WHY?
124
41. Leadership Is a Performance.
125
It is necessary for the President to be the
nations No. 1 actor.FDR
126
42. Leaders Are The Brand
127
You must be the change you wish to see in the
world.Gandhi
128
Its always showtime. David DAlessandro,
Career Warfare
129
43. Leaders Have a GREAT STORY!
130
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
131
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
132
Leader Job 1Paint Portraits of Excellence!
133
Introspection.
134
44. Leaders Enjoy Leading.
135
Tom, you left out one thing
136
45. Leaders LAUGH!
137
46. Leaders KNOW THEMSELVES.
138
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.)
139
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
shrivelor 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 youre 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?
140
47. But Leaders have MENTORS.
141
Upon having the Leadership Mantle placed upon
ones head, he/she shall never hear the
unvarnished truth again! (Therefore, she/he
needs one faithful compatriot to lay it on with
no jelly.)
142
The End Game.
143
48. Leaders are RELENTLESS.
144
This adolescent incident of getting from
point A to point B is notable not only because
it underlines Grants fearless horsemanship and
his determination, but also it is the first known
example of a very important peculiarity of his
character Grant had an extreme, almost phobic
dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there
somehow, whatever the difficulties that lay in
his way. This idiosyncrasy would turn out to be
one the factors that made him such a formidable
general. Grant would always, always press
onturning back was not an option for him.
Michael Korda, Ulysses Grant
145
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
146
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
147
49. Leaders ???
148
Leadership is the PROCESS of ENGAGING PEOPLE in
CREATING a LEGACY of EXCELLENCE.
149
LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES.
150
50. Leaders Free the Lunatic Within!
151
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
152
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint 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!
153
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
154
51. LeadersRelentlessly Pursue Excellence
155
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 _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
156
Excellence Is a Universal Striving. If Not
Excellence, What?
157
people power The talent50
158
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
159
1. People First!
160
TP How to piss away 500,000 in one easy
lesson!!
161
lt CAPEXgt People!
162
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
163
2. Soft Is Hard.
164
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
165
3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/ Creativity/
Intellectual-capital Added.
166
Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators and
empathizers)Source Dan Pink, A Whole New Mind
167
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
168
4. Talent Excellence in
Every Part of Every Organization.
169
Wegmans 1/100 Best Companies to Work
for/2005
170
5. Talent Excellence
Stretches Far Beyond Our Borders.
171
We become who we hang out with 1
172
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
173
6. P.O.T./ Pursuit Of
Talent OBSESSION.
174
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
175
PARCs Bob Taylor Connoisseur of Talent
176
7. Talent Masters Understand Talents Intangibles.
177
A Few Lessons from the ArtsEach hired and
developed and evaluated in unique ways (23
contributors 23 unique contributions 23
pathways 23 personalities 23 sets of
motivators)Attitude/Enthusiasm/Energy
paramountRe-lent-less!Practice is cool (G
Leonard/Mastery)Team and individual Aspire to
EXCELLENCE ObviousEx-e-cu-tionTalent Brand
DuhThe Project rulesEmotional languageBit
players. No.B.I.W. (everything)Delta events
Delta rosters (incl leader/s)
178
8. HR Is Cool.
179
ChicagoHRMAC
180
support function / cost center /
bureaucratic dragor
181
Are you Rock Stars of the Age of Talent?
182
9. HR Sits at The Head
Table.
183
A review of Jack and Suzy Welchs 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. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance i.e., its
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.
184
10. Re-name HR.
185
Talent Department
186
H.R. to H.E.D. ???Human
Enablement Department
187
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
188
11. There Is an HR
Strategy/ HR Vision
189
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
190
EVP/IBP Remarkable challenge, rapid
professional growth, respect, satisfaction, fun,
stunning opportunity, exceptional reward, amazing
peer group, full membership in Club Adventure,
maximized future employabilitySource Ed
Michaels, The War for Talent TP
191
12. Acquire for Talent!
192
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
193
13. There Is a FORMAL
Recruitment Strategy.
194
Busy Executives Fail To Give Recruiting
Attention It Deserves Headline, WSJ,
1121.05
195
CtaOChief talent acquisition Officer
196
14. There Is a FORMAL
Leadership Development Strategy.
197
Crotonville!
198
DD 0 to 60mph in a flash (months)
199
15. There Is a FORMAL
STRATEGIC HR Review Process.
200
In most companies, the Talent Review Process is
a farce. At GE, Jack Welch and his two top HR
people visit each division for a day. They review
the top 20 to 50 people by name. They talk about
Talent Pool strengthening issues. The Talent
Review Process is a contact sport at GE it has
the intensity and the importance of the budget
process at most companies.Ed Michaels
201
16. People/ Talent
Reviews Are the FIRST Reviews.
202
17. HR Strategy
BUSINESS Strategy.
203
Wegmans 1/100 Best Companies to Work for84
Grocery stores are all alike46 additional
spend if customers have an emotional connection
to a grocery store rather than are satisfied
(Gallup)Going to Wegmans is not just shopping,
its an event. Christopher Hoyt, grocery
consultantYou cannot separate their strategy
as a retailer from their strategy as an
employer. Darrell Rigby, Bain Co.
204
Cirque du Soleil!
205
18. Make it a Cause
Worth Signing Up For.
206
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
207
19. Unleash Their Full
Potential!
208
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
209
No matter what the situation, the great
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
210
20. Set Sky High Standards.
211
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
212
21. Enlist Everyone in
Challenge Century21.
213
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
214
Distinct or Extinct
215
22. Pursue the Best!
216
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
217
23. Up or Out.
218
24. Ensure that the
Review Process Has INTEGRITY.
219
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.GK
220
25. Pay Up!
221
Top performing companies are two to four times
more likely than the rest to pay what it takes
to prevent losing top performers. Ed Michaels,
War for Talent
222
26. Training I Train!
Train! Train!
223
26.3
224
27. Training II 100
Business People.
225
New Work
SurvivalKit.2008 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/BUSINESSPERSO
N/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!)
226
28. Training III 100
LEADERS.
227
29. Training IV Boss as
Trainer-in-Chief.
228
Workout 24 DPY in the Classroom
229
30. Training V The REAL
Bedrock of the Talent Thing.
230
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 childlet
alone our childreceive a poor grade in art at
such a young age? His teacher 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!
231
31. Wide-open
Communication NO BARRIERS.
232
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits
233
32. RESPECT!
234
What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
235
Dont belittle! OD Consultant
236
33. Embrace the Whole
Individual.
237
34. Build Places of
Grace.
238
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ...
benevolence benefaction compassion beauty
239
The Managers Book of Decencies How Small
gestures Build Great Companies. Steve Harrison,
Adecco Servant Leadership Robert
Greenleaf One The Art and Practice of Conscious
Leadership Lance Secretan, founder of Manpower,
Inc.
240
35. MBWA Visible
Leadership!
241
36. Thank You!
242
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
243
37. Promote for people
skills. (THE REST IS DETAILS.)
244
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
245
38. Honor Youth.
246
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
247
39. Provide Early
Leadership Assignments.
248
The WOW! Project
249
40. Create a FORMAL System
of Mentoring.
250
W. L. GoreQuad/Graphics
251
41. Diversity!
252
CM Prof Richard Florida on Creative Capital
You cannot get a technologically innovative
place unless its open to weirdness,
eccentricity and difference.Source New York
Times/06.01.2002
253
42. WOMEN RULE.
254
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
255
Womens 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, Americas
Competitive Secret Women Managers
256
Period??!!Start 3 0f 14 18 months later 10
of 18 (deep dip!)AIM/September 2007
257
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
258
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. Womens 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. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
259
43. Hire ( Protect!)
Weird!
260
Are there enough weird people in the lab these
days? V. Chmn., pharmaceutical house, to a lab
director
261
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
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas 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.)
262
44. We Are All Unique.

263
53 53
264
Beware Standardized Evals One size NEVER fits
all. One size fits one. Period.
265
Promise 1 Never, ever again will I evaluate
anyone using a standardized instrument devised
by a professional in inhuman Resources.
266
53 Players 53 Projects 53 different success
measures.
267
Things dont stay the same. You have to
understand that not only your business situation
changes, but the people youre working with
arent the same day to day. Someone is sick.
Someone is having a wedding. You must gauge the
mood, the thinking level of the team that day.
Coach K Krzyzewski
268
220 workdays 220 rostersSource Coach K
269
new goal every game!Source Coach K
270
45. Capitalize on
Strengths.
271
The key difference between checkers and chess
is that in checkers the pieces all move the same
way, whereas in chess all the pieces move
differently. Discover what is unique about each
person and capitalize on it. Marcus
Buckingham, The One Thing You Need to Know
272
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify ach persons 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
273
46. Bosses Win People
Over.
274
PJ Coaching is winning players over.
275
47. GOAL Voyages of
Mutual Discovery.
276
The organization would ultimately win not
because it gave agents more money, but because it
gave them a chance for better lives.
Everybody Wins, Phil Harkins Keith Hollihan
277
Quests!
278
CQOChief quest-meister
279
48. Foster
Independence.
280
You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines
your future options. Take a job for what it
teaches you, not for what it pays. Instead of a
potential employer asking, Where do you see
yourself in 5 years? youll ask, If I invest my
mental assets with you for 5 years, how much will
they appreciate? How much will my portfolio of
career options grow? Source Stan Davis
Christopher Meyer, futureWEALTH
281
49. En-thus-i-asm!
282
I am a dispenser of enthusiasm. Ben Zander
283
50. Talent Brand.
284
The Top 5 RevelationsBetter talent
wins.Talent management is my job as
leader.Talented leaders are looking for the
moon and stars.Over-deliver on peoples dreams
they are volunteers.Pump talent in at all
levels, from all conceivable sources, all the
time.Source Ed Michaels et al., The War for
Talent
285
BRAND TALENT.