*I am not a

1
I am not a guru.I am not an economist.I am
not a strategist.I have no secrets to
reveal.I do not have an Angola speech.I
have been a professional observer of
organizations for 43 years (1966-2009).My
professional life has been devoted, like that
of Peter Drucker, to improved management and
enhanced organizational effectiveness. (Not
leadership, not strategy.)
2
Drucker, Strategy,
Leadership Classic Drucker (from the HBR), 221
pages strategy, 3 p (infotech) leadership,
0. The Practice of Management, 404 p
strategy, 0 leadership, 3 p. Management,
568 p strategy, 8 p (all on systems, none
on content), leadership, 12 p.
3
The great majority of us spend most of our
waking hours in organizations.Therefore
organization effectivenesswhich depends in its
entirety on human effectivenessbecomes/is
the centerpiece of human development in my and
your country.Enhancing human effectiveness
therefore becomes the raison dêtre of our
professional lives as organizational leaders.
4
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
5
Brand Talent.
6
Thank you Peter Drucker/AIM Our goal is to serve
our customers brilliantly and profitably over the
long haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything in
betweenis abetting the sustained growth and
success and engagement and enthusiasm and
commitment to Excellence of those, one at a time,
who directly or indirectly serve the ultimate
customer. Source The Little BIG Things 163
Ways to Pursue EXCELLENCE
7
Weleaders of every stripeare in the Human
Growth and Development and Success and Aspiration
to Excellence business. We leaders only grow
when they each and every one of our
colleagues are growing. We leaders only
succeed when they each and every one of our
colleagues are succeeding. We leaders only
energetically march toward Excellence when
they each and every one of our colleagues are
energetically marching toward Excellence. Period.
Source The Little BIG Things 163 Ways to
Pursue EXCELLENCE
8
Luiza Helena, Magazine Luiza
9
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
10
Baggage I have mostly
German blood. (2nd generation) I was trained
as a civil engineer. I served in the U.S. Navy
Civil Engineer Corps in Vietnam and in the
Pentagon. I have an MBA. I worked in the White
House for 18 months. I worked for years at
McKinsey Co. I wrote a book, at a crucial
moment for American business, because I was
angry. I lived in Silicon Valley for 30
years. I live on a farm. I am still angry.
11
Tom Peters Excellence. Always. Luanda/28
October 2009 (Slides at tompeters.com)
12
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
13
1
14
The failure to pursue EXCELLENCE is
incomprehensible to me.
15
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
16
If a man is called to be a street sweeper, he
should sweep streets even as Michelangelo
painted, or Beethoven composed music, or
Shakespeare wrote poetry. He should sweep streets
so well that all the hosts of heaven and earth
will pause to say, here lived a great street
sweeper who did his job well. Martin Luther
King Jr.
17
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)
18
Strive for Excellence. Ignore success. Bill
Young, race car driver (courtesy Andrew Sullivan)
19
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
20
2
21
Leaders do people. Period. Anon.
22
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
23
3
24
14,00020,000
25
14,00020,00030
26
14,000/eBay20,000/Amazon30/Craigslist
27
4
28
The art of war does not require complicated
maneuvers the simplest are the best and common
sense is fundamental. From which one might wonder
how it is generals make blunders it is because
they try to be clever. Napoleon
29
5
30
A man approached JP Morgan, held up an envelope,
and said, Sir, in my hand I hold a guaranteed
formula for success, which I will gladly sell you
for 25,000.Sir, JP Morgan replied, I do
not know what is in the envelope, however if you
show me, and I like it, I give you my word as a
gentleman that I will pay you what you ask.The
man agreed to the terms, and handed over the
envelope. JP Morgan opened it, and extracted a
single sheet of paper. He gave it one look, a
mere glance, then handed the paper back to the
gent.And paid him the agreed upon 25,000.
31
1. Every morning, write a list of
the things that need to be done that
day. 2.Do them. Source Hugh
MacLeod/tompeters.com/NPR
32
Korea!
33
6
34
1/40
35
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
36
In business, you reward people for taking risks.
When it doesnt work out you promote them-because
they were willing to try new things. If people
tell me they skied all day and never fell down,
I tell them to try a different mountain.
Michael Bloomberg (BW/0625.07)
37
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
38
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
39
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
40
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
41
The Silicon Valley of today is built less atop
the spires of earlier triumphs than upon the
rubble of earlier debacles.Newsweek/ Paul
Saffo
42
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
43
7
44
Relentless!
45
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
46
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
47
8
48
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer
49
remember to tuck the shower curtain inside the
bathtub
50
Execution is strategy. Fred Malek
51
MP Get the strategy right, the rest will take
care of itself.TP Get the people and
execution right, the strategy will take care of
itself.
52
Internal organizational excellence Deepest
Blue Ocean
53
Internal organizational excellence Brand
inside
54
B(I) gt B(O)
55
9
56
1
57
problem 1.Opportunity 1.
58
X XFXExcellence Cross-functional
Excellence
59
Never waste a lunch!
60
???? XF lunches Measure!
61
Lunch gt SAP/ Oracle
62
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
Solutions
63
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
64
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
65
10
66
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
67
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
68
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
69
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
70
11
71
No People. No Product. No Value to
customer. Yes Dilution, other control
and share- owning issues. Yes
Scale-as-power. Yes Market share.
72
Yes People. Yes Product. Yes Value to
customer. No Dilution, other control
and share- owning issues. No
Scale-as-power. No Market share.
73
It suddenly occurred to me that in the space of
two or three hours
74
It suddenly occurred to me that in the space of
two or three hours he never talked about cars.
Les Wexner            
75
Did one of em ever turn to the other and say
Wow, I wonder what unimaginable new tools,
otherwise not possible, will be brought forth for
my daughter Alice, age 17, because of this deal?
76
12
77
4 Japan2T USA2T China
78
4 Japan3 USA2 China1 Germany
79
Reason!!!Mittelstand
80
13
81
Productivity (Small/All) gt Productivity
(Big)(USA-9)(China.)
82
26 73 47
83
14
84
Natural ResourcesJapan (Singapore. Texas.
Dubai. Next stop Dhahran. )
85
15
86
1982
87
MBWA
88
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
89
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
90
Hard Is SoftSoft Is Hard
91
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships)
92
The 7-S ModelStrategyStructureSystemsStyle
SkillsStaffSuper-ordinate goal
93
The 7-S ModelHard Ss (Strategy,
Structure, Systems)Soft SS (Style, Skills,
Staff, Super-ordinate goal)
94
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Excellence Index/Basket of 32 publicly traded
stocks
95
16
96
4/40
97
De-cent-ral-iz-a-tion!
98
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
99
The True Logic of Decentralization6 divisions
6 tries6 divisions 6 DIFFERENT leaders
6 INDEPENDENT tries Max probability of
win6 divisions 6 very DIFFERENT leaders 6
very INDEPENDENT tries Max probability of
far out/3-sigma winDriver Law of
Large s
100
Parallel Universe China!!!!!!!
101
volcanic struggle!
102
Enemy 1I.C.D.Note 1 Inherent/Inevitable/Imm
utable Centralist DriftNote 2 Jim Burkes
1-word vocabulary No.
103
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
104
Ex-e-cu-tion!
105
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
106
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
107
(1) sum of Projects Goal
(Vision) (2) sum of Milestones
project(3) rapid Review
Truth-telling accountability
108
Costco figured out the big, simple things and
executed with total fanaticism. Charles
Munger, Berkshire Hathaway
109
almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
110
U. S. GrantNo
interest in grand strategy.Do the thing until
it is done.Do not over complicate.Do the next
thing.Pleasure in perseverance per se.Not ask
for help or advice.Not complain of difficulties
or ask for more time or resourcesMcClellan
delay plead for more forcesGrant When do I
start? What I want is to
advance.Source Josiah Bunting, Ulysses S.
Grant
111
Ac-count-a-bil-ity!
112
Mr Zetsche, head of Chrysler from 2000 to 2005,
denied he should take any responsibility for
the U.S. carmakers troubles Financial Times
/05.29.07
113
CF 30 (no salesfolk)MH 80 (salesfolk)
114
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
115
Response to most important
contribution I focused this discipline on
People and Power on Values, Structure, and
Constitution and above all, on
responsibilitiesthat is, focused the Discipline
of Management on management as a truly liberal
art. (Peter Drucker, 18 January 1999)
116
615A.M.
117
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
118
17
119
Everybody lives by selling something. Robert
Louis Stevenson
120
if you dont listen, you dont sell
anything. Carolyn Marland
121
Sales gt Marketing
122
18
123
L(21) L(-21)

124
Leadership(21A.D.) Leadership(21B.C.)

125
19
126
The doctor interrupts after Source Jerome
Groopman, How Doctors Think
127
18
128
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that last. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
129
Listening is ... the engine of superior
EXECUTION. Listening is ... the key to making the
Sale. Listening is ... the key to Keeping the
Customers Business. Listening is ... the engine
of Network development. Listening is ... the
engine of Network maintenance. Listening is ...
the engine of Network expansion. Listening is ...
Social Networkings secret weapon. Listening is
... Learning. Listening is ... the sine qua non
of Renewal. Listening is ... the sine qua non of
Creativity. Listening is ... the sine qua non of
Innovation. Listening is ... the core of taking
Diverse opinions aboard. Listening is ...
Strategy. Listening is ... Source 1 of
Value-added. Listening is ... Differentiator
1. Listening is ... Profitable. (The R.O.I.
from listening is higher than
from any other single
activity.) Listening is the bedrock which
underpins a Commitment to
EXCELLENCE
130
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
131
You can make more friends in two months by
becoming interested in other people than you can
in two years by trying to get other people
interested in you. Dale Carnegie
132
20
133
The four most important words in any
organization are
134
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
135
The deepest human need is the need to be
appreciated.William James
136
21
137
2007Siberia
138
Why in the World did you go to Siberia?
139
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
140
22
141
2007Sydney
142
Organizations exist to serve. Period. Leaders
live to serve. Period.
143
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.
144
The Dream Manager Matthew KellyAn
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
145
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
146
23
147
Luiza Helena, Magazine Luiza
148
Our goal is to serve our customers brilliantly
and profitably over the long haul. Serving our
customers brilliantly and profitably over the
long haul is a product of brilliantly serving
over the long haul the people who serve the
customer. Hence, our job as leadersthe alpha and
the omega and everything in betweenis abetting
the sustained growth and success and engagement
and enthusiasm and commitment to Excellence of
those, one at a time, who directly or indirectly
serve the ultimate customer. Weleaders of every
stripeare in the Human Growth and Development
and Success and Aspiration to Excellence
business. We leaders only grow when they
each and every one of our colleagues are
growing. We leaders only succeed when they
each and every one of our colleagues are
succeeding. We leaders only energetically
march toward Excellence when they each and
every one of our colleagues are energetically
marching toward Excellence. Period. Source The
Little BIG Things 163 Ways to Pursue EXCELLENCE
149
24
150
The ONE Question In the last year 3 years,
current job, name the three people whose
growth youve most contributed to. Please explain
where they were at the beginning of the year,
where they are today, and where they are heading
in the next 12 months. Please explain your
development strategy in each case. Please tell
me your biggest development disappointmentlooking
back, could you or would you have done anything
differently? Please tell me about your greatest
development triumphand disasterin the last ten
years. What are the three big things youve
learned about helping people grow along the
way.
151
25
152
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
153
One thing is certain Womens 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 more successful
than boys in the school system. For a 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,
Womens Forum for the Economy and Society
154
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
155
CEMEX realized that women are the key drivers of
savings in Mexican families. They are
entrepreneurial in nature, and they actively
participate in the tanda system neighborhood
groups who pool money and save any thats left
over. Regardless of whether they are homemakers
or outside-the-home workers, they are responsible
for any savings in the family. Patrimonio Hoy
Private Property Today, a CEMEX program to aid
the poor in building homes discovered that 70
of the women who saved were saving money in the
tanda system to construct homes for their
families. The men in the society consider their
job done if they bring in their paycheck at the
end of the day. C.K. Prahalad, from The
Fortune at the Bottom of the Pyramid, on Lorenzo
Zambrano and CEMEX, the Mexican company thats
the worlds 3 cement maker
156
26
157
Leaders SERVE people. Period. inspired by
Robert Greenleaf
158
Good News 2009 Leadership is a sacred
trust.President, classroom teacher, CEO, shop
foreman
159
You have to treat your employees like
customers. Herb Kelleher, complete answer, upon
being asked his secrets to success Source
Joe Nocera, NYT, Parting Words of an Airline
Pioneer, on the occasion of Herb Kellehers
retirement after 37 years at Southwest Airlines
(SWAs pilots union took out a full-page ad in
USA Today thanking HK for all he had done across
the way in Dallas American Airlines pilots were
picketing the Annual Meeting)
160
Managing winds up being the management of the
allocation of resources against tasks. Leadership
focuses on people. My definition of a leader is
someone who helps people succeed. Carol Bartz,
Yahoo!
161
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
162
27
163
1.Strategic.Priority.Period.
164
Development can help great people be even
better but if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership
Development, Google
165
1 cause ofDis-satisfaction?
166
Employee retention satisfaction
Overwhelmingly, based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
167
2/year legacy.
168
1. Hire2. 1st Line Supervisor3. Promotion
169
28
170
We are the company we keep
171
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
172
The We are what we eat axiom At its core,
every (!!!) relationship-partnership decision
(employee, vendor, customer, etc) is a strategic
decision about Innovate, Yes or No
173
CEO A.G. Lafley has shifted PGs focus on
inventing all its own products to developing
others inventions at least half the time. One
successful example, Mr. Clean Magic Eraser,
based on a product found in an Osaka market.
Fortune
174
29
175
Little BIG
176
Big carts 1.5X Source WalMart
177
Socks 10,000
178
30
179
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
180
May I clean your glasses, sir?
181
2-cent candy
182
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
183
Acquire vs maintain 5X Recession goal Higher
market share current customers
184
31
185

• Innovations Fourteen
  Imperatives
• Try it. Repeat. (1/40.) (R.F.A./Ready.Fire.
  Aim.) (Non-Linear!)
• Prototype it./MTTP (Mean Time To
  Prototype.)/(Inno.
• Reaction to Proto.)
• (2) Celebrate failure.
• Whoever makes the most mistakes wins.
• Fail. Fail again. Fail better.
• Reward excellent failures. Punish
  mediocre successes.
• (3) Decentralize.
• (4) Parallel Universe.
• (5) Hang Out Axiom. (Hang cool More
• cool. Dull Dull.)
• (6) diversity. (Every dimension.)
• (7) Co-invent with outsiders./Entwined with
• outsiders. (Including Crowdsourcing.)

186
Innovations Fourteen Imperatives (8)
Strategic Listening Core competence. (9)
Hire and promote 100 innovators.
Innovators characteristic Innovator.
Innovators characteristic Angry. (Anger gt
Blowback.) CEOInnovation bias. (10)
XFX/Cross-functional Excellence!! (1??) (11)
Chief Complexity Systems Destruction
Officer. (12) RD Equality. All functions
equal. (VA centerpiece./All staff
VA-meisters.) (13) Fun! Self-deprecating! (14)
Good luck! (Entropy rules.) (Major
acquisition Dumb.) (NB All these
things work except when they dont.)
187
Iron Innovation Equality Law The quality and
quantity and imaginativeness of innovation shall
be the same in all functions e.g., in HR and
purchasing as much as in marketing or product
development.
188
32
189
Skip the map
190
Mapping your competitive position or
191
The Have you 50
192
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
193
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
194
33
195
Profitable
196
We are thoughtful in all we do.
197
Thoughtfulness is key to customer
retention. Thoughtfulness is key to employee
recruitment and satisfaction. Thoughtfulness
is key to brand perception. Thoughtfulness is key
to your ability to look in the mirror and tell
your kids about your job. Thoughtfulness is
free. Thoughtfulness is key to speeding things
up it reduces friction. Thoughtfulness is key
to transparency and even cost containmentit
abets rather than stifles truth-telling.
198
34
199
none!
200
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomeP.S. directly related
to Staff InteractionP.P.S. directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
201
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
202
Kindness is free.
203
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
204
35
205
Excellence.
206
Excellence. Always.If not Excellence, what?If
not Excellence now, when?
207
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)
208
36
209
PeopleActionExecutionInnovation
(un)Common Virtueshard is soft. Soft
is hard.Excellence.K.I.S.S.
210
37
211
Excellence The Leadership50
212
bedrock.
213
1. Leaders serve.
214
Organizations exist to serve. Period. Leaders
live to serve. Period.
215
The Basic Mechanism.
216
2. Leadership Is a Mutual Discovery Process.
217
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
218
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.
219
Leaders Mt Everest Testfree to do his or
her absolute best allow its members to
discover their greatness.
220
The Leadership Types.
221
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.
222
Whoops Jack didnt have a vision!
223
4. But There Are Times When the visionary
Type (Type II Leadership) Matters!
224
A leader is a dealer in hope. Napoleon
225
5. Find the Businesspeople! (Type III
Leadership)
226
I.P.M. (Inspired Profit Mechanic)
227
6. All Organizations Need the Golden Leadership
Triangle.
228
The Golden Leadership Triangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic.
229
7. Leadership Mantra 1 IT ALL DEPENDS!
230
Renaissance Men are a snare, a myth, a
delusion!
231
8. The Leader Is Rarely/Never the Best Performer.
232
The Leadership Dance.
233
9. Leaders SHOW UP!
234
MBWA
235
Its always showtime. David DAlessandro,
Career Warfare
236
10. Leaders LOVE the MESS!
237
If things seem under control, youre just not
going fast enough. Mario Andretti
238
11. Leaders DO!
239
We have a strategic plan. Its called doing
things. Herb Kelleher
240
12. Leaders Re-do.
241
Phil Crosby is an idiot!
242
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
243
13. BUT Leaders Know When to Wait.
244
Tex Schramm The too hard box!
245
14. Leaders Are Optimists.
246
Hackneyed but none the less true LEADERS SEE
CUPS AS HALF FULL.
247
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. Lou Cannon
248
15. Leaders FOCUS!
249
Dennis, you need a To-dont List !
250
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
251
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
252
16. Leaders Send V-E-R-Y Clear Signals About
Whats Important!
253
Danger S.I.O. (Strategic Initiative Overload)
254
Really Important Stuff Rogers Rule of Three!
255
If It Aint Broke Break It.
256
17. Leaders FORGET!/Leaders DESTROY!
257
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
258
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
259
18. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

260
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)
261
19. Leaders HONOR THE USURPERS.
262
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersSource Wayne Burkan,
Wide Angle Vision
263
20. Leaders Make Lots of Mistakes and MAKE NO
BONES ABOUT IT!
264
Fail faster. Succeed sooner.David Kelley/IDEO
265
21. Leaders Make BIG MISTAKES!
266
Reward excellent failures. Punish mediocre
successes.Phil Daniels
267
Create.
268
22. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
269
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

270
23. Leaders Make Their Mark / Leaders Do
Stuff That Matters
271
I never, ever thought of myself as a
businessman. I was interested in creating things
I would be proud of. Richard Branson
272
24. Leaders Push Their Organizations W-a-y Up
the Value-added Chain.
273
55B
274
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
275
25. Leaders Push Past Service Transactions to
Scintillating Experiences.
276
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
277
26. Leaders LOVE the New Technology!
278
Power Tools For Power Strategies/ARD 40K
279
27. Needed? Type IV Leadership Technology
Dreamer-True Believer
280
The Golden Leadership Quadrangle (1) Talent
Fanatic (2) Visionary (3) Inspired Profit
Mechanic (4) Technology Dreamer-True Believer.
281
Talent.
282
28. Leaders DO TALENT!
283
Brand Talent.
284
Leaders do people. Period. Anon.
285
29. When It Comes to TALENT Leaders Always Go
Berserk!
286
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
287
30. Leaders Listen. Leaders Consult.
288
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
289
Passion.
290
31. Leaders Sell PASSION!
291
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)
292
Gary Hamel Create a cause, not a business.
293
32. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
294
BZ I am a Dispenser of Enthusiasm!
295
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
296
33. Leaders Are in a Hurry
297
We dont sell insurance anymore. We sell speed.
Peter Lewis, Progressive
298
Metabolic Management
299
34. Leaders Focus on the SOFT STUFF!
300
Hard is soft. Soft Is hard.
301
The Job of Leading.
302
35. Leaders Know Its ALL SALES ALL THE TIME.
303
If you dont LOVE SALES find another life.
(Dont pretend youre a leader.)
304
36. Leaders LOVE POLITICS.
305
If you dont LOVE POLITICS find another life.
(Dont pretend youre a leader.)
306
All success is a Matter of implementation. All
implementation is a matter of politics.
307
37. But Leaders Also Break a Lot of China.
308
Characteristics of the Also ransMinimize
riskRespect the chain of commandSupport the
bossMake budgetFortune, Most Admired
Global Corporations
309
38. Leaders Give RESPECT!
310

• 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

311
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
312
39. Leaders Say Thank You.
313
The deepest human need is the need to be
appreciated.William James
314
40. Leaders Are Curious.
315
The Three Most Important Letters WHY?
316
41. Leadership Is a Performance.
317
It is necessary for the President to be the
nations No. 1 actor.FDR
318
42. Leaders Are The Brand
319
You must be the change you wish to see in the
world.Gandhi
320
43. Leaders Have a GREAT STORY!
321
A key perhaps the key to leadership is
the effective communication of a story.Howard
Gardner Leading Minds An Anatomy of Leadership
322
Leaders dont just make products and make
decisions. Leaders make meaning. John Seely
Brown
323
Leader Job 1Paint Portraits of Excellence!
324
Introspection.
325
44. Leaders Enjoy Leading.
326
Tom, you left out one thing
327
45. Leaders LAUGH!
328
46. Leaders KNOW THEMSELVES.
329
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.)
330
47. But Leaders have MENTORS.
331
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.)
332
The End Game.
333
48. Leaders are RELENTLESS.
334
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
335
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
336
Success seems to be largely a matter of
hanging on after others have let go. William
Feather, author
337
49. Leaders ???
338
Leadership is the PROCESS of ENGAGING PEOPLE in
CREATING a LEGACY of EXCELLENCE.
339
50. Leaders Free the Lunatic Within!
340
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
341
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
342
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!
343
51. LeadersRelentlessly Pursue Excellence
344
Excellence Is a Universal Striving. If Not
Excellence, What?
345
38
346
The Recession 44.
347
Forty-four Secrets and clever Strategies For
dealing with the Recession of 2008-XXXX
348
I am constantly asked for strategies/
'secrets' for surviving the recession. I try to
appear wise and informedand parade original,
sophisticated thoughts. But if you want to know
whats really going through my head, see the list
that follows.
349
44 Secrets and Clever Strategies For Dealing
with the Recession of 2007 You come
earlier. You leave later. You work harder. You
may well work for less and, if so, you adapt
to the untoward circumstances with a
smileeven if it kills you inside. You volunteer
to do more. You dig deep and always bring a good
attitude to work. You fake it if your good
attitude flags. You literally practice your "game
face" in the mirror in the morning, and in the
loo mid-morning. You give new meaning to the
idea and intensive practice of visible
management.
350
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You take better
than usual care of yourself and encourage
others to do the samephysical well-being
determines mental well-being and response to
stress. You shrug off shit that flows downhill in
your directionbuy a shovel or a pre-worn
raincoat on eBay. You try to forget about the
good old days nostalgia is self-destructive. Y
ou buck yourself up with the thought that
this too shall passbut then remind yourself
that it might not pass any time soon, and so
you re-dedicate yourself to making the
absolute best of what you have now.
351
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You work the
phones and then work the phones some moreand
stay in touch with positively everyone. You
frequently invent breaks from routine,
including weird oneschangeups prevent
wallowing and bring a fresh perspective. You
eschew all forms of personal excess. You
simplify. You sweat the details as never
before. You sweat the details as never
before. You sweat the details as never
before. You raise to the sky and maintain at all
costs the Standards of Excellence by which you
unfailingly evaluate your own performance. You
are maniacal when it comes to responding to
even the slightest screw-up.
352
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You find ways to
be around young people and to keep young
people aroundthey are less likely to be
members of the sky is falling school. You
learn new tricks of your trade. You remind
yourself that this is not just something to be
gotten throughit is the Final Exam of
character. You network like a demon. You network
inside the companyget to know more of the
folks who do the real work. You network outside
the companyget to know more of the folks who
do the real work in vendor-customer outfits.
353
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You thank others
by the truckload if good things happenand take
the heat yourself if bad things happen. You
behave kindly, but you don't sugarcoat or hide
the truth--humans are startlingly resilient
and rumors are the real killers. You treat small
successes as if they were Superbowl
victoriesand celebrate and commend
accordingly. You shrug off the losses (ignoring
what's going on in your tummy), and get back on
the horse and immediately try again. You avoid
negative people to the extent you canpollution
kills. You eventually read the gloom-sprayers
the riot act. 
354
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You give new
meaning to the word "thoughtful. You dont put
limits on the flowers budget bright and
colorful works marvels. You redouble, re-triple
your efforts to "walk in your customer's
shoes." (Especially if the shoes smell.) You
mind your mannersand accept others lack of
manners in the face of their strains. You are
kind to all mankind. You keep your shoes
shined. You leave the blame game at the office
door. You call out the congenital politicians in
no uncertain terms. You become a paragon of
personal accountability. And then you pray.