Tom Peters

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Tom Peters Leadership2002Leading in Totally
Screwed Up Timesv02.20.2002
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The Context.
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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
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Uncertainty We dont know when things will get
back to normal.Ambiguity We no longer know
what normal means.
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BMcC (1) Hierarchy vs. Network organization.
(2) NWO Doctrine as center of gravity/source
of motivation distributed support
decision-makinglargely self-organizing outside
the military sphere.
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From Weapon v. Weapon To
Org structure v. Org structure
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Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
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lt1000A.D. paradigm shift 1000s of years1000
100 years for paradigm shift1800s gt prior 900
years1900s 1st 20 years gt 1800s2000 10 years
for paradigm shift 21st century 1000X tech
change than 20th century (the Singularity, a
merger between humans and computers that is so
rapid and profound it represents a rupture in the
fabric of human history)Ray Kurzweil
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1 day 2001 Years trade in 1949, years FEX in
1979, years global calls in 1984. Source
Charles Handy, The Elephant and the Flea
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The Leadership50
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The Basic Premise.
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1. Leadership Is a Mutual Discovery Process.
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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, mostlycaveat they dont engage unless
theyre 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 existedand 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!
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I am inalterably opposed to organization
change, empowerment, motivation. The goal
to awaken the latent talent already within, by
providing opportunities worthy of the
individuals investment of her or his most
precious resources time and emotional
commitment.
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1A. Leaders Cede Control.
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I dont know.
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The leader who says I dont know essentially
says that the group is facing a new ballgame
where the old tools of logic may be its undoing
rather than its salvation. To drop these tools is
not to give up on finding a workable answer. It
is only to give up on one means of answering that
is ill-suited to the unstable, the unknowable,
the unpredictable. To drop the heavy tools of
rationality is to gain access to lightness in the
form of intuitions, feelings, stories,
experience, active listening, shared humanity,
awareness in the moment, capability for
fascination, awe, novel words and empathy. -
Karl Weick
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1B. Leaders Try Not to Screw Things Up
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Ninety percent of what we call management
consists of making it difficult for people to get
things done. P.D.
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The Leadership Types.
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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.
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25/8/53(Damn it!)
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Whoops Jack didnt have a vision!
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2A. Just One Great Leading Great Mentoring.
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T.A. 3
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Goal of the Year No. 1 Find-Develop-Mentor ONE
Extraordinary Person.CEO, large financial
advisory firm, April 2001
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2B. Great Leaders are Great V.C.s.
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Basically Omnicoms 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.Fortune
(09.17.2001)
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3. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
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A leader is a dealer in hope.Napoleon
(TPs writing room pics)
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4. Find the Businesspeople! (Type III
Leadership)
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I.P.M. (Inspired Profit Mechanic)
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4A. All Organizations Need the Golden Leadership
Triangle.
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The Golden Leadership Triangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic.
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Project Team Golden Triangle(1)
Champion-Maniac. (2) Implementer-Pol. (3)
Schedule Budgets Fanatic.
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5. Leadership Mantra 1 IT ALL DEPENDS!
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Renaissance Men are a snare, a myth, a delusion!
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6. The Leader Is Rarely/Never the Best Performer.
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33 Division Titles. 26 League Pennants. 14 World
Series Earl Weaver0. Tom Kelly0. Jim
Leyland0. Walter Alston1AB. Tony LaRussa132
games, 6 seasons. Tommy LasordaP, 26 games.
Sparky Anderson1 season.
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The Leadership Dance.
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7. Leaders SHOW UP!
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Rudy!
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P.S. Mark McCormack 5,000 miles for a 5 min.
meeting!
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7A. Leaders LOVE the MESS!
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If things seem under control, youre just not
going fast enough.Mario Andretti
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7B. Leadership Is Improv!
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Duct Tape Rules!Andrew Higgins, who built
landing craft in WWII, refused to hire graduates
of engineering schools. He believed that they
only teach you what you cant do in engineering
school. He started off with 20 employees, and by
the middle of the war had 30,000 working for him.
He turned out 20,000 landing craft. D.D.
Eisenhower told me, Andrew Higgins won the war
for us. He did it without engineers. Stephen
Ambrose/Fast Company
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8. Leaders Groove on AMBIGUITY!
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Most of our predictions are based on very linear
thinking. Thats why they will most likely be
wrong.Vinod Khosla, in GIGATRENDS, Wired
04.01
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9. Leaders DO!
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The Kotler Doctrine1965-1980
R.A.F.(Ready.Aim.Fire.)1980-1995
R.F.A.(Ready.Fire!Aim.)1995-????
F.F.F.(Fire!Fire!Fire!)
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9A. Leaders Re-do.
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Sony Electronics has a well-earned reputation
for persistence. The companys first entry into a
new field often isnt very good. But, as it has
shown in laptops, Sony will keep trying until it
gets it right.Business Week (5/01)
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If Microsoft is good at anything, its avoiding
the trap of worrying about criticism. Microsoft
fails constantly. Theyre eviscerated in public
for lousy products. Yet they persist, through
version after version, until they get something
good enough. Then they leverage the power theyve
gained in other markets to enforce their
standard.Seth Godin, Zooming
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He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
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9B. Leaders Are PLAYFUL.
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You cant 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.Micha
el Schrage, Serious Play
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Axiom Never trust a boss with no toys in
his/her office!
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10. BUT Leaders Know When to Wait.
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Tex Schramm The too hard box!
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Leaders know when to RETREAT.
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Axioms (1) Pick your battles carefully. (2)
Sometimes inaction promotes sorting out
preserves options.
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11. Leaders DELIVER!
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11A. Leaders KNOW They Can Make a Difference!
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Leaders dont want to win. Leaders need to
win.49
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WILLPOWER RULES! (12.12.2001) In the end the war
is not about statistics, deadlines, short
attention spans of 24 hour news cycles. Its
about will, the projection of will, the clear,
unambiguous determination of the president of the
United States and the American people to see this
through.DR. Given our lack of
knowledge, LT investments made on the basis of
animal spiritsa spontaneous urge to action
rather than inaction, not as the outcome of a
weighted average of quantitative benefits
multiplied by quantitative probabilities.JMK.
Texas top ten percenters GPAs gt than
those with SATs 200-300 points higher.
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A real superstar is mean in a particular way. He
is Michael Jordan or Cal Ripken, greedy for
records and history. Armored and self-contained,
his inner core is a hard knot of physical talent
and fierce will. Nothing penetrates that core,
and anybody or anything that gets too close is
out of his life.Michael Sokolove, The last
Straw
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11B. Leaders Are Optimists.
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Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
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Half-full Cups Ronald Reagan radiated an
almost transcendent happiness.Lou Cannon,
George (08.2000)
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12. BUT Leaders Are Realists/Leaders Win
Through LOGISTICS!
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The Gus Imperative!
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13. Leaders FOCUS!
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To Dont List
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14. Leaders Set CLEAR DESIGN SPECS.
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JackWorld/1_at_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!
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Danger S.I.O. (Strategic Initiative Overload)
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15. Leaders Send V-E-R-Y Clear Signals About
Design Specs!
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Ridin with Roger What have you done to
DRAMATICALLY IMPROVE quality in the last 90 days?
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Its Relationships, Stupid.
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16. Leaders Trust in TRUST!
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Credibility!
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Credibility GWB/dc/dr/pw (RR/bc, RN/hak) vs.
BC/ag/sb (JC)
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16A. Leaders Infuse the Dreaded-All Important
Evaluation Process with CREDIBILITY!
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25 100
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17. Leaders Understand the Ultimate Power of
RELATIONSHIPS.
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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, Americas
Competitive Secret
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17A. Leaders Wire the Joint!
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Winners wire. Losers are slaves to rank.
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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 days
events? Who is better at keeping in touch
with others?Source Selling Is a Womans Game
15 Powerful Reasons Why Women Can Outsell Men,
Nicki Joy Susan Kane-Benson
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17B. Leaders Are Natural EMPOWERMENT FREAKS!
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17C. Leaders Know Women Roar/ Women Rule.
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AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special Report,
Business Week, 11.20.00
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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
diversitySource Judy B. Rosener, Americas
Competitive Secret
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(17D. Oh Yeah and Women Buy All the Stuff)
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4.8T gt Japan9M/27.5M/3.6T gt Germany
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18. Leaders Find Feed Off Supporters.
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Jill Ker Conway (1) On-campus renegades. (2)
Alumnae to fund programs that the culture
wouldnt support.
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Message JKC (1) Leaders are Masters of the End
Run. (2) Avoid the Old Culturedont confront
it. (3) You cant change people, you cant change
culture. (4) Instead you supplant them/surround
themWe select (DARWIN RULES!) carriers of
the new culture.
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If It Aint Broke Break It.
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19. Leaders FORGET!/Leaders DESTROY!
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ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
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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.SP 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
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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 Innovators Dilemma
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Cortez!
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Leaders dump the ones who brung em Nokia, HP,
3M, PerkinElmer, Corning, etc.
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The New Ge WayDYB.com
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20. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

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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)
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21. Leaders HONOR THE USURPERS.
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Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision
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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
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COMPETITORS The best swordsman in the world
doesnt 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 doesnt do the thing
he ought to do, and so the expert isnt 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
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Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
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Suppliers There is an ominous 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
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22. Leaders HANG OUT WITH FREAKS!
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The Cracked Ones Let in the LightOur 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
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Axiom Never hire anyone without an aberration
in their background!
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I would like to think we could attract students
with green hair. We will take pink and blue and
orange hair too.Shirley Tilghman, Princeton
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Yikes What worries me is that I cant see why
any ambitious young person would want to join my
company, or stay here for long if they did join.
My most important job is to change that as fast
as I can.CEO, giant multinational, to Charles
Handy
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Message TAKE SOMEONE NEW WEIRD TO LUNCH TODAY
OR TOMORROW. Inundate yourself with weird.
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Leaders know WE BECOME WHO WE HANG WITH!
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23. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
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Sams Secret 1!
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Fail faster. Succeed sooner.David Kelley/IDEO
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Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
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24. Leaders Make BIG MISTAKES!
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Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec (and, de
facto, Jack)
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24A. Leaders Honor Mistakes Create Blame-free
Cultures.
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Accountability YES!Never-ending witch hunts NO!
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Winning By Acknowledging FailuresWernher Von
Braun, the Redstone missile engineer who
confessed the bottle of champagne. Award to
the sailor on the Carl Vinsonfor reporting the
lost tool. Amy Edmonson the successful nursing
units with the highest reported adverse drug
events.Source Karl Weick Kathleen Sutcliffe,
Managing the Unexpected
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Create.
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25. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
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No one ever made it into the Business Hall of
Fame on a record of line extensions.
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Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

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The Top Creators of Shareholder ValueAccept
depressed earnings for several quarters to
support hot productExpense rather than
capitalize new venture costsBonuses without
caps
Source Fortune (09.17.201)
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The highest performing companies have
well-developed systems for killing ideas their
customers dont want. As a result, these
companies find it very difficult to invest
adequate resources in disruptive
technologieslower margin opportunities that
their customers dont wantuntil they want them.
And by then its too late.Clayton Christensen,
The Innovators Dilemma
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26. Leaders Pursue DRAMATIC DIFFERENCE!
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1st Law Mktg Physics OVERT BENEFIT (Focus 1 or
2 gt 3 or 4/One Great Thing. Source 1
Personal Passion)2ND Law REAL REASON TO
BELIEVE (Stand Deliver!)3RD Law DRAMATIC
DIFFERENCE (Execs Dont Get It intent to
purchase 100 unique 0 to 5)Source
Jump Start Your Business Brain, Doug Hall
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The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
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26A. Leaders Make Their Mark / Leaders Do
Stuff That Matters
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Ideas gt Leadership
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Today the problem is not how to produce more to
sell more. The fundamental question is that of
the products right to exist. And it is the
designers right and duty to question the
legitimacy of the product.Philippe Starck
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NO Good govtYES EFFECTIVE Govt (in
altered/ambiguous times)
145
By combining powerful computer technology and
other modern information-based systems we could
make a revitalized, leaner military force that is
designed to outsee, outmaneuver and outfight any
foe. --Bill Owens, Lifting the Fog of War
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27. Leaders Push Their Organizations W-a-y Up the
Value-added/ Intellectual Capital Chain
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The Big Day!
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09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersConsulting business!
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These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
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HP Sun GE IBM UPS UTC General Mills
Springs Anheuser-Busch Carpet One Delphi
Etc. Etc.
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We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
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Customer Satisfaction to Customer
SuccessWere getting better at Six Sigma
every day. But we really need to think about the
customers profitability. Are customers bottom
lines really benefiting from what we provide
them?Bob Nardelli, GE Power Systems
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Keep In Mind Customer Satisfaction versus
Customer Success
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Who was the number one employer of architecture
school grads in the U.S. last year?
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The Pursuit of Whatever Accenture to do
ATTs sales customer service for 2.6B/5
years savings to ATT of 50. Accenture to
do Avayas corporate learning training.
Source BW (02.04.2002)
156
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)
157
28. Leaders LOVE the New Technology!
158
100 square feet
159
Theres no use trying, said Alice. One cant
believe impossible things. I daresay you
havent had much practice, said the Queen. When
I was your age, I always did it for half an hour
a day. Why, sometimes Ive believed as many as
six impossible things before breakfast.Lewis
Carroll
160
Inet allows you to dream dreams you could
never have dreamed before!
161
28A. Needed? Type IV Leadership Technology
Dreamer-True Believer
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The Golden Leadership Quadrangle (1)
Creator-Visionary (2) Talent Fanatic-Mentor-V.C.
(3) Inspired Profit Mechanic. (4) Technology
Dreamer-True Believer
163
Talent.
164
29. When It Comes to TALENT Leaders Always
Swing for the Fences!
165
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
166
30. Leaders Dont Create Followers THEY CREATE
LEADERS!
167
Brand You, Big Time!I AM AN ARMY OF ONE
168
31. Leaders Win Followers Over
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WHAT AN IDIOT Instead of employees being in the
drivers seat, now were in the drivers seat.
170
PJ Coaching is winning players over.
171
32. Leaders Manage Their EVP/Internal Brand
Promise.
172
MantraM3Talent Brand
173
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
174
33. Leaders LOVE RAINBOWS for Pragmatic Reasons.
175
Diversity defines the health and wealth of
nations in a new century. Mighty is the mongrel.
The hybrid is hip. The impure, the mélange, the
adulterated, the blemished, the rough, the
black-and-blue, the mix-and-match these people
are inheriting the earth. Mixing is the new norm.
Mixing trumps isolation. It spawns creativity,
nourishes the human spirit, spurs economic
growth and empowers nations.G. Pascal
Zachary, The Global Me New Cosmopolitans and
the Competitive Edge
176
33A. Leaders Pursue Poets!
177
Gardners MI7 Logical-mathematical, Linguistic,
Spatial, Musical, Bodily-kinesthetic,
Interpersonal, Intrapersonal.
178
Expose yourself to the best things humans have
done, and then try to bring those things into
what youre doing.Steve Jobs
179
Passion.
180
34. Leaders Out Their PASSION!
181
!
182
G.H. Create a cause, not a business.
183
35. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
184
BZ I am a Dispenser of Enthusiasm!
185
36. Leaders Focus on the SOFT STUFF!
186
Soft Is Hard- ISOE
187
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. TPs final words CYNICISM SUCKS.
188
36A. Leaders Know Culture Change Takes But a
Minute. (No Bull!)
189
What Do I Do First?One Minute
Excellence!Thomas Watson
190
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!
191
The Job of Leading.
192
37. Leaders Know Its ALL SALES ALL THE TIME.
193
TP If you dont LOVE SALES find another life.
(Dont pretend youre a leader.) (See TPs
The Project50.)
194
37A. Leaders LOVE POLITICS.
195
TP If you dont LOVE POLITICS find another
life. (Dont pretend youre a leader.)
196
38. But Leaders Also Break a Lot of China
197
If youre not pissing people off, youre not
making a difference!
198
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, article on Most
Admired Global Corporations
199
Joe J. Jones 1942 2001 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
200
39. Leaders Give RESPECT!
201

• 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.
• Sara Lawrence-Lightfoot, Respect

202
Leaders are living individuals whom employees
smell, feel, touch their presence.49
203
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.
Cs life. Parker Palmer, The Courage to Teach
204
40. Leaders Say Thank You.
205
The deepest human need is the need to be
appreciated.William James
206
The two most powerful things in existence a
kind word and a thoughtful gesture.Ken
Langone, CEO, Invemed Associates from Ronna
Lichtenberg, Its Not Business, Its Personal
207
40A. Leaders Are Graceful.
208
My favorite word is grace whether its amazing
grace, saving grace, grace under fire, Grace
Kelly. How we live contributes to beauty
whether its how we treat other people or the
environment.Celeste Cooper, designer
209
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ..
benevolence benefaction compassion beauty
210
41. Leaders LISTEN!
211
See Stephen! (Empathetic Listening)
212
41A. Leaders Are Curious.
213
41B. Leaders Are Great Learners.
214
TP/08.2001 The Three Most Important Letters
WHY?
215
42. Leadership Is a Performance.
216
It is necessary for the President to be the
nations No. 1 actor.FDR
217
43. Leaders Are The Brand
218
WHO ARE YOU these days ?TP to Client
219
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 to how we work with
others. Companies will 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
220
The BRAND lives (OR DIES) in the minutiae of
the leaders moment-to-moment actions.
221
You must be the change you wish to see in the
world.Gandhi
222
44. Leaders Have a GREAT STORY!
223
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
224
Early in my career in the law I learned that
he who has the best story wins.JQ Adams/A
Hopkins to T Joadson/M Freeman
225
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
leaders arsenal.Howard Gardner, Leading
Minds An Anatomy of Leadership
226
MBSA!Managing By Story-ing Around/David
Armstrong
227
Leaders dont just make products and make
decisions. Leaders make meaning. John Seeley
Brown
228
45. Leaders Seed Pursue Recognize (Weird)
Demos.
229
45A. Leaders Create BUZZ!
230
Demos! Heroes! Stories!
231
L.B.I.W.D. (Leading By Inducing Weird Demos)
232
Leaders aimed on changing their world identify
palpable heroes, who executed palpable
projectsthey 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.)
233
Each VP a V.C. Portfolio of high-risk
investments in people ideas from all across the
company.
234
Introspection.
235
46. Leaders Enjoy Leading.
236
Warrens Whoops Moment
237
Warren, I know you want to be president. But
do you want to do president?
238
Thom Mayer Docs who want to heal the sick vs.
Docs who want to be M.D.s.
239
46A. Leaders KNOW THEMSELVES.
240
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.)
241
46B. But Leaders have MENTORS.
242
The Gospel According to TP Upon 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.)
243
47. Leaders LAUGH!
244
47A. But Leaders Know Its My Fault.
245
You recruited em.You hired em.You trained
em. You evaluated em.You motivated em.
246
47B. Leaders Dont Scapegoat / Allow Scapegoating.
247
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.
248
48. Leaders Take Breaks.
249
Zombie!Zombie!Zombie!Zombie!
250
The End Game.
251
49. Leaders ???
252
Leadership is the PROCESS of ENGAGING PEOPLE in
CREATING a LEGACY of EXCELLENCE.
253
Its only business, not personal IT ALWAYS
IS PERSONAL.
254
Hire smart go bonkers have grace make
mistakes love technology start all over
again.
255
LEADERS NEED TO BE THE ROCK OF GIBRALTAR ON
ROLLER BLADES
256
Bonus Boss Talk
257
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./
258
The Perils of Me-too Stephen Hardis (Eaton)
Dont 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.
259
Jeff Bezos Its 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.
260
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.
261
Robert Miller (Federal-Mogul), on Turnarounds
(1) Tell the truth. Play it straight. (2) Make
decisions. Dont study things to death. (3)
Listen to your customers. They are usually more
perceptive than you are about what needs to be
done.
262
Juergen Schrempp/DaimlerChryslerDigital
decision making/ the danger of the deadly wish
for harmony
263
Boss Talk/WSJProvide a
simple, clear, exciting energizing
focus.Obsess on TALENT.Speed gt Perfection.
(Clarity, motivation, rapid adjustment.)Leap gt
Line extension. (Beware me-too, perfecting
yesterday.)Tell the truth.Control your
calendar.Get out of the office.Listen to
customers face-to-faceat their place.
264
50. Leaders Know WHEN TO LEAVE!
265
Tom Peters Leadership2002Leading in Totally
Screwed Up Times