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NOTE: To appreciate

this presentation [and insure

that it is not a mess], you need

Microsoft fonts:―Showcard Gothic,‖

“Ravie ” “Chiller” and “Verdana”

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NOTE: To appreciate this

presentation, you need Microsoftfonts: ―Showcard Gothic,‖ “Ravie ”

“Chiller” and “Verdana”

MasterExcellence. Always.part FIVE (of 7)

people(Brand you. Talent. Health.

Education. Leadership.)

18 june 2007

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presentation, you need Microsoft

fonts: ―Showcard Gothic,‖ “Ravie ” “Chiller” and “Verdana”

MasterExcellence. Always.

part one (of 7)

―all you need to know‖ (dwelling on the obvious)

not your father‘s world

introduction to excellence.

18 june 2007

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presentation, you need Microsoftfonts: ―Showcard Gothic,‖ “Ravie ” “Chiller” and “Verdana”

Master*Excellencepart two (of 7)

innovate.Or.Die.

18 june 2007

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presentation, you need Microsoft

fonts: ―Showcard Gothic,‖ “Ravie ” “Chiller” and “Verdana”

Master/Excellence. Always./

part THREE (of 7)

up, up,up, up …

the value added ladder(solutions-experiences-dreams-lovemarks)

18 June 2007

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presentation, you need Microsoftfonts: ―Showcard Gothic,‖ “Ravie ”

“Chiller” and “Verdana”

Master/Excellence. Always./

part FOUR (of 7)

―new‖ Markets (Stupendous Opportunity)

18 June 2007

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presentation, you need Microsoftfonts: ―Showcard Gothic,‖ “Ravie ” “Chiller” and “Verdana”

Master*Excellencepart SIX (of 7)

excellence.summaries.Lists.

18 june 2007

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Part seven

Extended

Talent &

Leadership

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Tom Peters‟ X25*

EXCELLENCE.ALWAYS. MASTER/0618.2007/Part FIVE

*In Search of Excellence 1982-2007

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PartFIVE

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Slides at …

tompeters.com

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EXCELLENCE.

INDIVIDUAL.

BRAND YOU.

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―You are thestoryteller of your

ow n life, and you cancreate your ow n

legend or not.‖ —Isabel Allende

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“Carpenters bendwood; fletchers

bend arrows; wisemen fashion

themselves.” — Buddha

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“Nobodygives you

power.

You just—Roseanne

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―One of th e defining

characteristics [of thechang e] is that it w ill be less

driven by countries or

corporations and m ore drivenby real people. It w i l l un leash

unprecedented creat iv i ty, advancement ofknow ledge, and econom ic development. Bu tat the same t ime, i t wi l l tend to undermine

safety net sy stems and penal ize the

unskilled.‖ —Clyde Prestowitz, Three Billion New Capitalists

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Globalization1.0: Countr ies globalizing (1492-1800)Globalization2.0: Companies globalizing (1800-

2000)

Globalization3.0 (2000+):Individuals

collaborating

& competing globally

Source: Tom Friedman/The World Is Flat

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Muhammad Yunus: “All hum an beings

are entrepreneurs. When we

were in the caves we were all self-employed . . . finding our food, feeding

ourselves. That‟s where human historybegan . . . As civilization came we suppressed it. We became labor

because they stamped us, „You are

labor.‟ We forgot that we areentrepreneurs.”

Source: Muhammad Yunus/The News Hour—PBS/1122.2006

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12January2006

Happy 300 th,

Brand You

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Theelectrician

knows

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―If there is noth ing

very special about

your w ork, no matter

how hard you apply yourself

you w on‘t get noticed, and

that increasingly means youw on‘t get paid much either.‖

—Michael Goldhaber, Wired

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Distinct … or

… Extinct

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1. Can someone overseas do

it cheaper?

2. Can a computer do itfaster?3. Is what you‟re selling in

demand in an age ofabundance?

Source: Dan Pink

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The Rule of Positioning

“If you can‟t describe

your position ineight words or less,

you don‟t havea position.” — Jay Levinson and

Seth Godin, Get What You Deserve!

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Core Mechanism:“Game-changing Solutions”

PSF (Professional Service Firm “model”/The Organizing Principle)

+

Brand You (“Distinct” or “Extinct”/The Talent)

+

Wow Projects (“Different” vs “Better”/The Work)

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New Work SurvivalKit.2007

1. MASTERY (Best/Absurdly Good at Someth ing! )2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects! )

3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to

horizontal/“colleague”/“mate” loyalty)

5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity!

6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)7. Master of Improv (Play a dozen parts simultaneously, from

Chief Strategist to Chief Toilet Scrubber)

8. Sense of Humor (A willingness to Screw Up & Move On)

9. Comfortable with Your Skin (Bring “interesting you” to work!)

10. Intense Appetite for Technology (E.g.: How Cool-Active is your

Web site? Do you Blog?)11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)

12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer)

13. EXECUTION EXCELLENCE (Show up on time! Leave last!)

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ACTING: Think of a person as a

“troupe of

actors.” (“Many truthsabout oneself” which must

all be understood if one is toknow oneself.)

Source: A..C. Grayling, The Meaning o f Things: Apply ing Phi losophy to Li fe

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Thriving in 24/7 (Sally Helgesen)

*START AT THE CORE. Nimbleness only

possible if we “locate our inner voice,” takeregular inventory of where we are.

*LEARN TO ZIGZAG. Think “gigs.” Think

lifelong learning. Forget “old loyalty.” Work on

optimism.

*CREATE OUR OWN WORK.

Articulate your value. Integrate your passions. I.D.

your market. Run your own business.

*WEAVE A STRONG WEB OFINCLUSION. Build your own support

network. Master the art of “looking people up.”

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Personal “Brand Equity” Evaluation

–

My current Project is challenging me … – New things I‟ve learned in the last 90 days include …

– I am known for [2 to 3 things]; next year at this time I‟llalso be known for [1 more thing].

– My public “recognition program”consists of …

– Additions to my Rolodex in the last 90 days include …

– My resume is discernibly

different from last year‘s at this time …

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R.D.A.

Rate: 15%?, 25%?

Therefore: Formal “Investment

Strategy”/R.I.P.**Renewal Investment Plan

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R.D.A.*

Rate: 15%? 25%?

Therefore: Formal “Investment

Strategy”/ R.I.P.**

*Rapidly Depreciating Asset (You )**Renewal Investment Plan

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―The only th ing youhave pow er over is to

get good at w hat youdo. That‘s all there

is; there ain‘t no

more ‖ —Sally Field

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―My ancestors were printers

in Amsterdam from 1510 or

so un ti l 1750, and du r ing

that en t ire t ime theydidn‘t have to learn

anything new.‖ —Peter

Drucker, Bu siness 2.0

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―Knowledge becomes

obso lete inc red ibly fast.The continuing

professional

education of adults isthe No. 1 industry in

the next 30 years …most ly

on line.‖ —Peter Drucker, Bu siness 2.0

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1 PersonWendy Kopp, Princeton senior (1989)Teach America (19,000-2,400)

10% Dartmouth, Yale17,000 to date

Principal hirer of college graduates“One of the few jobs that people pass up

Goldman Sachs for is Teach America” (EdieHunt, HR)

Source: Fortune, 1127.06

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eliot + 7

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―It‘s always

showtime.‖

—David D‟Alessandro, Career Warfare

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―To Be

somebody or to

Do something‖ BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

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―When was the last

t ime you asked ,‗ What do I wan t

to be ?‘ ‖ —Sara Ann Friedman, Work Matters

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―All of our artistic and religious traditions

take equal ly great pains to info rm us thatw e must never mistake a

good career for good

work . L ife is a creative, in t imate,

unpredictable conversat ion i f i t is no th ingelse —and ou r l ife and ou r work are bo th

the resu l t of the way we ho ld that passionate conversation.‖ —David Whyte, Crossing

the Unknow n Sea: Work as a Pilgr image of Ident i ty

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A “position” is not an“accomplishment.” —TP

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Advice to techiemid-career ―Brand

Yous: Smith

college (06.05)

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TP‟s “Top Dozen” Commandments

1. Enthusiasm, Optimism and Energy carry the day.2. She who delivers the Best Projects wins. (Be-Do.)

(Your inherent advantages enhance the odds of delivering“ladle dropper” projects. USE THEM.)

3. There are sympathizers. FIND THEM. (“Make your

own McKinsey.”) 4. Indirection rules; frontal attacks are for boneheads.(“My mission is that of a mole—my existence only to be known

by upheavals.” —John Fisher)

5. Accept a Lateral Move to get X-functional

experience. (!!!!!!!!!!!!!!!!!!!!)6. Take a crappy line job whenever it‟s offered!

(There‟s no such thing as a “crappy l ine job”!)

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TP‟s “Top Dozen” Commandments

7. Understand the “Soft” New Value-added Equation … and Master/Exploit it.

8. DO GREAT THINGS FOR CUSTOMERS! (It‟s the best

form of protection from idiots!)

9. Always Champion Change … and find a Protector!

10. Life (SUCCESS) = Mastery of Sales & Politics.(Believe it!)

11. Get involved in Recruiting and DevelopmentActivities! (“We‟re all in HR.”) (Find Radical Young Women

and become their Champion.)

12. If it ain‟t working, get the hell out. (What about joining

the “Mighty Eleven Million” and starting your own business?)

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―This is the true joy of Life, the

being used fo r a pu rposerecogn ized by yoursel f as a

mighty one … the being a force of

Natu re ins tead o f a feverish ,sel f ish l i tt le clod o f ai lmen ts andgr ievances complaining that the

world w i ll no t devote i tsel f tomaking you happy.‖ —GB Shaw/

Man and Superman

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―How W ould You

Play Today If You

Knew You CouldNot Play

Tomorrow‖ Source: Slogan for Loyola‟s lacrosse season, from coach Diane Geppi-Aikens (Lucky Every Day: The

Wisdom of Diane Geppi-Aikens, by Chip Silverman)

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―Make each day aMasterpiece!‖ —JW

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Joe J. Jones1942 – 2006

HE WOULDA DONE SOMEREALLY COOL STUFF

BUT …

HIS BOSS WOULDN‟T LET

HIM!

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―Do one thing

every daythat scaresyou.‖ —Eleanor Roosevelt

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“Tell me, what isit you plan to do

with your onewild and

precious life?”

—Mary Oliver

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My Kinda FolksTom Peters/0720.2005

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My Kinda Folks *

*“Do” vs “Be”** (The task, not the title, is important)

(**Military strategist extraordinaire Col John Boyd: 2 kinds ofpeople. “Do” … focus obsessively on “the work itself”—and damnthe torpedoes. “Be” … obsess on the politics, the rank, the next

promotion or assignment.) *Intuitive > Purely logical. (Routinely make strange

connections) *Incredible passion for the work/Lingeringidealism (though also cynical—paradox) *Persistent/Relentless (to a fault) *Like the long shots (Don Quixote-ish) *Stay on the case long after being ordered todrop it*See James Lee Burke, Ian Rankin, John Harvey, etc.

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My Kinda Folks!

*Cases no one else wants (hot potatoes, dead ends,

political nightmares, “unimportant” victims) *Constant thorns in the side ofbureaucracy!!!!!!!!!!!!!!!!*Repeatedly exiled to professional “Siberia” (so

annoyingly good and so annoying per se that others try to do himterminal professional harm) *Little in the way of career prospects*Have a “Godfather” (need internal protection—though

even protectors lose patience)

*Work mostly solo (Secretive) *“Work” “old pals network” to get info-leadsbeyond their charter

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My Kinda Folks!

*Master of the End Run!

*Mentor (often to an incredibly talented young woman fightingthe sexist culture) *Curmudgeonly*Often their own worst enemies

*Drink too much*Don‟t work out enough *Sneak fast food*Excessive work has estranged from family

*More or less shabbily dressed*Drive shabby cars*Not money/security oriented (can‟t help

themselves, just gotta get involved)

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My Kinda Folks

*Not money/security oriented (can‟t helpthemselves, just gotta get involved)

*Carry a secret/hidden motivator in their

kit (e.g. someone close he feels he let down, leading to

their death) *GET THE DAMN

JOB DONE (and don‟t expect/get

much appreciation)

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Brand Essentials:

*Mastering Sales/The Sales25.*Getting Things Done/The

Power & Implementation34. *presentation Excellence/

The PresX56.

*interviewing Excellence/The IntX31

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Brand you tool #1:

Mastering Sales …The Sales25.

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―Everyone lives

by sellingsomething.‖

—Robert Louis Stevenson

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Great Salespeople …

1. Know the product. (Find cool mentors, and use them.)

2. Know the company.3. Know the customer. (Including the customer‟s consultants.)

(And especially the “corporate culture.”)

4. Love internal pol i t ics at home and abroad.5. Religiously respect competitors. (No badmouthing, no

matter how provoked.)

6. Wire the customer‘s org. (Relationships at all levels &

functions.)

7. Wire the home team‘s org. and vendors‘ orgs. (INVESTBig Time time in relationships at all levels & functions.) (Take juniorpeople in all functions to client meetings.)

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It‟s politics,stupid

(Play or sit on the sidelines.)

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8. Never overprom ise. (Even if it costs you your job.) 9. Sel l only b y solv ing prob lems-creat ing p rof i tableoppor tun i t ies. (“Our product solves these problems, creates these

unimagined INCREDIBLE opportunities, and will make you a ton ofmoney—here‟s exactly how.”) (IS THIS A “PRODUCT SALE” OR A

WOW-ORIGINAL SOLUTION YOU‟LL BE DINING OFF 5 YEARS FROM

NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?)

10. Will involve anybody—including mortal enemies—if itenhances the scope of the problem we can solve andincreases the scope of the opportunity we can

encompass.11. Know the Brand Story cold; live the Brand Story. (Ifnot, leave.)

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12. Think “Turnkey.” (It‘s always your problem!)

13. Act as ―orchestra conductor‖: You are responsible formaking th e who le-damn -network respond . (PERIOD.)

14. Help the customer get to know the vendor‟s

organization & build up their Rolodex.

15. Walk away from bad business. (Even if it gets you fired.)16. Understand the idea of a ―good loss.‖ (A bold effort that‟s

sometimes better than a lousy win.)

17. Think those who regularly say “It‟s all a price issue”

suffer from rampant immaturity & shrunken imagination.

18. Will not give away the store to get a foot in the door.19. Are wary & respectful of upstarts—the real enemy.20. Seek several ―cool customers‖—who‘ll drag you into

Tomorrowland.

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―If you don‘t

l is ten , you don‘t

sel l anything.‖

—Carolyn Marland/Managing Director/Guardian Group

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21. Use the word ―partnership‖ obsessively, even though

i t is w ay overused. (“Partnership” includes folks at all levels

throughout the supply chain.)

22. Send th ank you notes by the truckload. (NOT E-NOTES.)

(Most are for “little things.”) (50% of those notes are sent to those in

our company!) Remember birthdays. Use the word “we.”23. When you loo k across the table at the customer, th inkreligiously to yourself: ―HOW CAN I MAKE THIS DUDE

RICH & FAMOUS & GET HIM- HER PROMOTED?‖

24. Great salespeople can affirmatively respond to the

query in an HP banner ad: HAVE YOU CHANGEDCIVILIZATION TODAY?25. Keep yo ur bloody PowerPoint sl ides simple!

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Pessimist: Good things … “I‟m worthless,

but got lucky on this one.” Bad things …

“I‟m a bozo who deserved my sorry fate.”

Optimist: Good things … “I deserved that;

I‟m the cat‟s meow.” Bad things … “I‟m

the cat‟s meow, but the cat had an unlucky

day; tomorrow will be better for sure.”

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Three for the Ages

GETTING TO YES … Roger Fisher,William Ury, Bruce Patton

LEARNED O PTIMISM … MartinSeligman

CRUCIAL CONFRONTATIONS …

Kerry Patterson, Joseph Grenny, RonMcMillan, Al Switzler

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Brand you tool #2:

Getting Things Done …The Power &

Implementation34.

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*Send ―Thank You‖ notes! It‟s (always)

“all about relationships.” And at the Heart of Effective Relationships is …

APPRECIATION. (Oh yeah: Never, ever forg et a birthd ay of a co-wo rker.)

*Br ing don uts! “Small” gestures of appreciation (on a rainy day, after a long day‟s

work the day before) are VBDs … Very Big Deals.

*Make the call! One short, hard-to-make call today can avert a relationship crisisthat could bring you down six months from now.

*Remember: There are no ―little gestures‖ of kindness. As boss, stopping bysomeone‟s cube … for 30 seconds … to inquire about their sick parent will be

remembered for … 10 years . (Trust me.)

*Make eye con tact! No big deal? Wrong! “It” is all about … Connection! Paying

attention! Being there … in the Moment … Present. So, work on your eye contact,

your Intent to Connect.

*Smile! Or, rather: SMILE. Rule: Smiles beget smi les. Frowns beget frowns. Rule:WORK ON THIS.

*Smile! (If it ki l ls you.) Energy & enthusiasm & passion engender energy-enthusiasm-passion in those we work with.

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―Find somethingsmall that you can

turn around. If

you‟re on a 9-gamelosing streak, you need

to start with one greatinning.” —Rudy G

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“What‟s most important?” “Everything ”/ Searching for Antidotes:

FOCUS [2 things /120 days ][2 = 90%]

CLARITY [10 wo rds, max]

INTENSITY

ENTHUSIASMHUMOR [a game]

OPTIMISM [If it kills you]

VISIBILITYREPITITION [3/day]EXTREME [1/week]

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*It‘s all … RELATIONSHIPS. Remember: Business is a relationships business.(Period.) We‟re all in sales! (Period.) Connecting! Making our case! Following up!

Networking! “Relationships” are what we “do.”

*You = You r Calendar. Your true priorities are “given away” by your calendar. YOURCALENDAR NEVER LIES. What are you truly spending your time on? Are youdistracted? Focused?

*What‘s in a number? EVERYTHING! While we all “do a hundred things,” we may

not/should not/cannot have more than 2 (or 3) true “strategic” priorities at any point

in time. BELIEVE IT.

*She (he) who is best p repared w ins! Out study, out-read, out-research thecompetition. Know more (lots more!) than “the person on the other side of the table.”

*―Excellence‖ is the Ultimate Cool Idea. The very idea of “pursuing excellence” is a

turn on—for you and me as well as those we work with. (And, I find to my dismay, it‟s

surprisingly rare.)

*Think WOW! Language matters! “Hot” words generate a Hot Team. Watch your

language!

*Take a b reak! We need all the creativity we can muster these days. So close youroffice door and do 5 (FIVE) minutes of breathing or yoga; get a bag lunch today andeat it in the park.

*You are the bos s! Old ideas of “lifetime employment” at one company (maybe

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where Dad/Mom worked) are gone. No matter what your current status, think of yourself as CEO of Brand Me, Inc. We are all Small Business Owners … of our own

careers.

*Do something in … the next half hour! Don‟t let yourself get stuck! There is …

ALWAYS … something little you can start/do in the next thirty minutes to make a wee,

concrete step forward with a problem-opportunity.

*Test it! NOW ! We call this the “Quick Prototype Attitude.” One of life‟s, especially

business life‟s, biggest problems is: “Too much „talk‟, too little „do‟.” If you‟ve got a

Cool Idea, don‟t sit on it or research it to death. Grab a pal, an empty conference, and

start laying out a little model. That is, begin the process of transforming the Idea toAction … ASAP. Incidentally, testing something quarter -baked in an approximation ofthe real world is the quickest way to learn.

*Expand your ho r izons. Routinely reach out beyond your comfort zone. TAKE AFREAK TO LUNCH TOMORROW! Call somebody interesting “you‟ve been meaning to

get in touch with;” invite them to lunch tomorrow. (Lunch with “the same ole gang

means nothing new learned. And that‟s a guarantee.) (Remember: Discomfort =

Growth.)

*Build a Web site. The Web is ubiquitous. Play with it! Be a presence!Start You.com … ASAP!

*S d th dit ! D ‟t b ild t t lf b ild th t

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*Spread the c redit ! Don‟t build monuments to yourself, build them to

others—those whose contributions we wholeheartedly acknowledge willliterally follow us into machine gun fire!

*Follow Tom‘s patented VFCJ strategy! VFCJ = Volunteer For CrappyJobs. That is, volunteer for the crummy little assignment nobody elsewants, but will give you a chance to (1) be on your own, (2) express yourcreativity, and (3) make a noticeable mark when it turns out “Wow.”

*VOLUNTEER! Life‟s a maze, and you never know what‟s connected to

what. (Six degrees of separation, and all that.) So volunteer for that

Community Center fund raising drive, even though you‟re busy as all getout. You might end up working side-by-side with the president of a bigcompany who‟s looking for an enthusiast like you, or someone wealthy who

might be interested in investing in the small business you dream of starting.

*Join Toastmasters! You don‟t need to try and match Ronald Reagan‟s

speaking skills, but you do need to be able to “speak your piece” withcomfort, confidence and authority. Organizations like Toastmasters canhelp … enormously.

*Dress fo r success! This one is old as the hills and I hate it!! But it‟s true.

FIRST IMPRESSIONS DO MATTER. (A lot!!!)

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*Follow the Gospel of ―Experience Marketing‖ in all you do. The shrewdestmarketers today tell us that selling a “product” or “service” is not enough in

a crowded marketplace for everything. Every interaction must be reframedas a … Seriously Cool Experience. That includes the “little” 15-minute

presentation you are giving to your 4 peers tomorrow.

*Think of y our resum e as an Ann ual Repor t o n B rand Me Inc. It‟s not about

keeping your resume “updated.” It is about having a Super -cool AnnualReport. (Tom Peters Inc 2004.) What are your “stunning” accomplishments

that you can add to that Report each 6 months, or at the most annually?

*Build a Great Team … even if you are not boss. Best roster wins, right?So, work on your roster. Meet someone new at Church or your kid‟s birthday

party? Add them to your team (Team Tom); you never know when they mightbe able to assist you or give you ideas or support for something you areworking on.

*She or he who h as the Fattest & and Best-managed Rolodex w ins. YourRolodex is your most cherished possession! Have you added 3 names to itin the last 2 weeks? Have you renewed acquaintance (email, lunch, gymdate) with 3 people in your Rolodex in the last month? “MANAGE” YOUR

ROLODEX!

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*Start your own business! Sure that‟s radical. But people are

doing it—especially women—by the millions. Let the idea percolate.

Chat about it, perhaps, with pals. Start a file folder or three onthings you Truly Care About … that just might be the basis for Cool

Self-employment.

*There‘s nothing cooler than an Angry Customer! The most loyal

customers are ones who had a problem with us … and thenmarveled when we went the Extra Ten Miles to fix it! Businessopportunity No. 1 = Irate customers converted into fans. So … are

you on the prowl for customer problems to fix?

*All ―marketing‖ is Relationship Marketing. In business, profit is abyproduct of “bringing ‟em back.” Thus, systematic and intense

and repeated Follow-up and After-sales Service and ScintillatingNew Hooks are of the utmost importance.

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*BRANDING ain‘t just for Big Dudes. This may wellbe Business Mistake No. 1 … the idea that “branding”

is only for the likes of Coke and Sony and Nike.Baloney! Branding applies as much for the one-personaccountancy run out of a spare bedroom as it does forProcter & Gamble.

*Credibi l i ty! In the end … Character Matters Most.Does he/she give their word, and then stick to it …

come hell & high water? Can you rely on Her/Him in apinch? Does she/he … CARE?

*Grace. Is it “a pleasure to do business with you”? Is

it a pleasure to “be a member of your team”?

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Three for the Ages

GETTING TO Y ES … Roger Fisher,

William Ury, Bruce Patton

LEARNED OPTIMISM … MartinSeligman

CRUCIAL CONFRONTATIONS

… Kerry Patterson, Joseph Grenny, Ron McMillan, Al

Switzler

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Brand You Tool #3:PresentationExcellence …

The PresX56

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―The problem w ithcommunication ...is

the ILLUSION th atit has been

accomplished.‖ —George Bernard Shaw

P t ti E ll

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Presentation Excellence

1. Total commitment to the Problem/Project/Outcome

2. A compelling “Story line”/“Plot” 3. Enough data to sink a tanker (98% in reserve)4. Know the data from memory; ability to manipulate thedata in your head5. Great Stories/Illustrations/Vignettes

6. Superb “political antennae” (you must “play the room”like a Virtuoso and be hyper-attentive to the likes ofBody Language)7. By hook or by crook … CONNECT

7A. CONNECT! CONNECT! CONNECT!8. Punch line/Plot Outline/WOW/Surprise in firstone to two minutes

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Joe Kramer, welder: “When my

mother‟s toaster went on thefritz, I asked myself, „If I werethat toaster and didn‟t work,

what would be wrong withme?‟ ” —Mihaly Csikszentmihalyi,

Flow : The Psychology of Opt imal Exper ience ,on “empathetic identification”* (Joe: “burdens” vs “opportunities”

to master complex problems)(*BC vs JK)

P t ti E ll

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9. Once you‟ve “won” … stop pushing (don‟t “rub it in”)

10. Be “in command” but don‟t “show off” (if you‟rebrilliant they‟ll figure it out for themselves) 11. Pay attention to the Senior Person present, but nottoo much (don‟t look like/act like/be a “suck up”) 12. Brief the hell out of your “champions” before the

presentation; insist that they make changes/fine tune ...they must “own” the outcome before the fact! 13. Don‟t try to “score off” your detractors … be

especially courteous to them (even if/especially if they‟re

jerks)14. Adjust as you go: LET THE GROUP ARRIVE AT“YOUR” CONCLUSION! THEY MUST OWN IT (“I knew

that”) IN THE END!

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15. No more than THREE key points! Come at them in severaldifferent ways.16. No more than ONE point per slide!17. Slides: NO CLUTTER!!!!!!!!!!!!!!!!!!!!! (no wee print/ charts/graphs)18. Slides: Good quotes from the field. (Remember you‟re “telling a

story”)

19. Be aware of differing cognitive styles, especially M-F20. There must be “surprise” … some key facts that are not

commonly known/are counter-intuitive (no reason to do thepresentation in the first place if there are no Surprises)21. Summarize the argument/story from time to time

22. Include an Action Agenda that involves some small items thatwill be started/accomplished in the next 72 HOURS(this ices commitment/practicality)

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23. If you don‟t know something … ADMIT IT! (this is actually a good

thing—as opposed to appearing as a “know it all”) 24. ASK FOR THE SALE! (Remember to be a “closer”) 25. This is War (a war for Hearts & Mind), but never forget that youare the Supplicant!26. Data are imperative, but also play to Emotion.27. Consider bringing along a “customer” (internal or perhaps

external) for support28. Be precisely clear where/when you intend to prototype … and

that the prototype guinea pig is lined up (better yet, do the first, atleast partial, prototype before the presentation)29. Compromise but don‟t yield! (Lost battles are normal, no matter

how agonizing)30. Assume that you may be cut off at any moment, and be preparedto give on the spot a compelling 30-second to one- minute (nolonger!) Brilliant Summary including Sales Pitch

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31. Follow the Law of Recency: Make sure that you have been in the

field with the key “operating” players more recently than anyone inthe room32. Make it clear that you‟ve done a Staggering Amount of

Homework, even though you are exhibiting but a tiny fraction …

allude to the tons of research that are available if desired by

participants; offer deeper one-on-one briefings if desired33. SMILE! RELAX (to a point) (fake it if necessary) (“up tight” is

disastrous) (remember you are doing them a favor by sharing thisCompelling Opportunity!)34. EYE CONTACT!!!!!!!

35. Be shrewd: Override some interruptions; be attentive to others(distraction is okay and normal … within limits!) 36. Becoming an Excellent Presenter is as tough as becoming agreat baseball pitcher. THIS IS IMPORTANT … and Presentation

Excellence is never accidental! (Work your buns off!)

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―The onlyreason to give a

speech is tochange the

world.‖ —JFK

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― If al l my possess ions weretaken from me w ith oneexcept ion , I wou ld choose

to keep the power o fspeech , for by i t I wou ld

regain all the rest.‖ —Daniel Webster

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37. Practice … but don‟t leave your game in the locker room. 38. Seek tips on how various participants “play the [presentation]

game” 39. A Presentation is an Act (FDR: “The President must be the

nation‟s number one actor”) 40. Remember, the presentation is about Change … RESISTANCE IS

NORMAL (in fact if there‟s little resistance then your Project is hardly

a “game changer”) 41. Dress well. Don‟t over -dress.42. Be early (obvious, but worth saying)43. GET THE A/V RIGHT/PERFECT.

44. Don‟t bring a supporting horde … a couple of back-ups isokay/enough45. No matter how good you are you‟ll have crappy days … WEEP

AND THEN GET BACK ON THE HORSE

P t ti E ll

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46. Speak in “Plain English” … keep the jargon to a

minimum47. Make your Personal Commitment clear as a bell!48. Emphasize “competitive advantage” and timeliness

(act now), without stooping to ridiculous war-likelanguage (“tear the heart out of the competition”) (in

audiences with heavy female component, if you aremale, avoid repetitive “football analogues”) 49. Underscore the USP/Unique Selling Proposition50. Emphasize the Positive

51. Sell Novelty yet “fit” with “core values” 52. Remember JFK‟s immortal words: ―The only reason

to give a speech is to change the world‖


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53. Say what you have to say Clearly … and then Say It

Again & Again from slightly different angles54. Make it clear that you are a Man/Woman of Action …

and Execution Excellence is your First, Middle, and LastName!55. Energy! Enthusiasm! (don‟t know the answer to, “If

you ain‟t got it, how do you get it?”) 56. Enjoy it! This is a Hoot! THE ULTIMATE TURN ON!Remember your Goal:

Change the wor ld !

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“In classical times when

Cicero had finishedspeaking, the people said,„How well he spoke,‟ but

when Demosthenes hadfinished speaking, they

said, „Let usmarch.‟” —Adlai Stevenson

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Let us

march.

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Brand You Tool #4:

InterviewingExcellence … The

IntX31

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Interviewing Excellence

1. INTERVIEWING IS AN ―ART‖ WORTH MASTERING! (Think

Christine Amanpour, Mike Wallace)2. Don‟t overschedule—2 or 3 in depth interviews are a solid day‟s

work. (More than that is lunacy and will lead to shallow results.)3. Save, if possible, the “Big Guy/Gal until last—that is, until youknow what the hell you‟re doing!

4. Find a comfy/“safe”/neutral setting. THIS IS ALL IMPORTANT!(Worst case: You on the other side of his/her desk.)5. Start with a little bit (LITTLE) of local small talk. But get some tipson the interviewee ahead of time; he may be one of the “brusque

ones” who considers any small talk a waste of his Imperial Time. 6. DO YOUR DAMN HOME WORK! (On the interviewee, the subjectmatter.)7. Concoct a … LONG LIST … of questions. (You‟ll only use 10% of

it, but that‟s okay.)


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g

8. Prepare a … SHORT LIST … of questions you must get answered. 9. Begin by briefly reviewing your assignment—why you‟re here.

10. ALWAYS ASK FOR EXAMPLES! (When she says “CustomerService is in good shape,” you ask for specifics—hard data, recentCustomer Service successes (and failures). And: PRECISELY WHO

YOU CAN FOLLOW UP WITH TO GET MORE DETAIL.11. STORIES! STORIES! STORIES! (You are in the “Story Collection

Business.)12. Dress well. DON‟T OVERDRESS. (Look like they look, more or

less; perhaps a touch more formal—this is a Serious Affair you areengaging in.)13. Assume you‟ll never get another chance to talk to this person.

14. Be personable, but more or less match the interviewee‟s style.(THIS IS HARD WORK!)15. THINK … SMALL! “Please walk me in great detail through the

[complaint resolution] process. Here, let‟s diagram it.”


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g

16. For God‟s sake, get to the Front Line! (The devil is in the details,

and the details are to be found on the loading dock at 3a.m.) (YES …

3A.M.)17. Don‟t quit until you understand. THE INTERVIEWEE ALWAYS

TALKS IN SHORTHAND—using the jargon of the Corporate Culture. You‟ve got to crack the code. (THIS IS ABOUT THE HARDEST

THING TO DO, ESPECIALLY IF YOU ARE YOUNG AND UNCERTAIN:

Tell yourself you are here to ask “Dumb” Questions—this is not a job interview. Again, think Mike Wallace: “So did you in fact murder

Mrs. Smith?”) 18. Ignore generalizations! YOU ARE HERE IN SEARCH OFSPECIFICS!!!19. CONTEXT! “Get” the “corporate culture”—e.g. Shell is notExxonMobil! Find out (from a set of interviewees) “Core Values” (in

theory and in practice).

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20. Engage the Interviewee! GET HER TO DO SOME OF THE WORK!E.g., write out her view of the Ten Key Operative Core Values—orsome such.20A. ENGAGE! ENGAGE! ENGAGE!21. You must come across as “trustworthy.” YOU ARE A DUMBOHERE TO LEARN —NOT AN FB I AGENT IN DISGUISE.

22. “Take me through yesterday.” Get past the theoretical crap. Giveme in excruciating detail an average day: YESTERDAY! (Onehour/meeting at a time.)23. “If you‟re comfortable, let‟s go over your Calendar for the last

month, so I can understand the flow of things.” (Remember TP‟s

Rule #1: YOU = YOUR CALENDAR.)24. DON‟T LET YOUR NOTES AGE!! Immediately after the interview

set aside some time to do a “stream of consciousness” recap. And

to clean up the obscure scrawl on your notes.


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g

25. Ask the interview if you can get back to her by phone tomorrow tofill in holes that your tin ear missed. NO MORE THAN TEN MINUTES.

26. LEARNING! Tag along with “great interviewers” in yourorganization. (I made three PBS films with a Director who had beenMike Wallace‟s director at 60 Minutes —oh my God, how much Ilearned—or, rather, how little I learned: He could drag stuff out ofpeople that you couldn‟t believe. (Secret: ―I‘m just a dumb old fart

trying to figure out what goes on here. HELP ME. PLEASE.‖) 27. “Work on” your Level of Dis-satisfaction: BE MAD AS HELLWHEN YOU SPENT 1.5 HOURS ON AN INTERVIEW WITHOUTREVALATIONS!28. No, you‟re not FBI—BUT YOU ARE HERE TO FERRET OUT THE

NON-OBVIOUS. So: Keep Digging! (Think Woodward & Bernstein.)


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29. Repeat: INTERVIEWING IS A CRUCIALLY IMPORTANT “ART.”

Study it! Work on it! It‟s no different than golf or underwater basket-weaving. The more & harder you work, the better you get.30. Yes, we need “facts” (e.g., stories), but remember always:

INTERVIEWS ARE PURE & SIMPLE ABOUT EMOTIONALINTERACTION!

31. Tom Wrap-up Note: FEW THINGS IN LIFE PISS ME OFF MORE

THAN GOING THROUGH SOMEONE‟S INTERVIEW NOTES ANDFINDING A DEARTH OF “SOLID EVIDENCE”—examples, stories,detailed process maps, etc. (I BLOODY HATE Generalizations!) (Think doctor‟s office: Come hell & high water they start with weight,

blood pressure, pulse.)

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supremeskills(m.i.a.)

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Talk.Listen.

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Home Run

Being there * ** *** ****

*No more, no less“A body can pretend to care, but they can‟t

pretend to be there.” — Texas Bix Bender*** GEN Melvin Zais on COs and inspections

****Silence is golden [Utter silence is golden-er.]

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Period

Shake hands

SmileEye contact

Period+

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Shake handsSmileEye contactThank youFlowers

Open poseROIR

Period+

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Shake handsSmileEye contactThank youFlowers

Open poseROIR

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Grant+Respect

“The [Union senior] officers rode past the

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Confederates smugly without any signof recognition except by one. „When

General Grant reached the line ofragged, filthy, bloody, despairing

prisoners strung out on each side of

the bridge, he lifted his hat and held itover his head until he passed the lastman of that living funeral cortege. He

was the only officer in that whole train

who recognized us as being on theface of the earth.‟*”

*quote within a quote from diary of a Confederate soldier

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“I wasn‟t bowled over by [David Boies]

intelligence. … What impressed me wasthat when he asked a question, he waited

for an answer. He not only

listened, he made me feellike I was the only person

in the room.” —Lawyer Kevin _____, on hisfirst, inadvertent meeting with David Boies, from Marshall

Goldsmith, “The One Skill That Separates,” Fast Company , 07.05

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―Don‘tbelittle ‖

—OD Consultant

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―The deepesthuman need is

the need tobe appreciated.‖

William James

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“Ph.D. in leadership. Shortcourse: Make a short list ofall things done to you that

you abhorred. Don‟t do themto others. Ever. Make

another list of things done to

you that you loved. Do themto others. Always.” — Dee Hock

“W b h d if

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“We behaved as if we

were guests in theirhouse. We treated

them not as a defeated people, but as allies.

Our success becametheir success.” —“How One Soldier

Brought Democracy to Iraq: The Mayor of Ar Rutbah”

(MAJ James Gavrilis/USA Special Forces)

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EXCELLENCE.

MOTIVATIONALSTUFF.

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―Do one thing

every day thatscares you.‖

—Eleanor Roosevelt

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―ARE YOU BEINGREASONABLE? Most people

are reasonable; that‘swhy they only doreasonably well.‖

Source: Paul Arden, Whatever You Think Think the Opposite

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"The reasonable man adapts

himself to th e w orld. The

unreasonable o ne persists in

trying to adapt the w orld tohim self. Therefore, all

progress depends upon the

unreasonable man.‖ —GB Shaw,Man and Superman: The Revolutionists' Handbook.

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―If it‘s not fun

you‘re not doing it righ t.‖

—Fran Tarkenton

“Success or Failure”/Try Instead “Optimism or

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Failure”/From Martin Seligman‟s Learned

Optimism: “I believe the traditional wisdom is

incomplete. A composer can have all the talent of aMozart and a passionate desire to succeed, but if hebelieves he cannot compose music, he will come to

nothing. He will not try hard enough. He will give up too soon when the elusive right melody takes too long tomaterialize. Success requires persistence, the ability to

not give up in the face of failure. I believe that …

OPTIMISTIC EXPLANATORY STYLE … is the

key to persistence. … The optimistic -explanatory-styletheory of success says that in order to choose people

for success in a challenging job, you need to select forthree characteristics: (1) Aptitude. (2)

Motivation. (3) Optimism. All three determine

success.”

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―The one thing you

need to know aboutsustained individual

success: Discover w hat

you don‘t like doing

and stop doing it.‖ —Marcus Buckingham, The One Thing You Need to Know

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“A year from nowyou may w ish

You had

started today.‖ —Karen Lamb

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EXCELLENCE.

BEDROCK.

TALENT.

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“Historically, smart

people have alwaysturned to where the

money was. Today,money is turning to

where the smartpeople are.‖ —FT /2003

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―THE FUTURE BELONGS TO …

SMALL POPULATIONS …

W HO BU ILD EMPIRES OF THE MIND …

AND WHO IGNORE THE TEMPTATION OF—ORDO NOT HAVE THE OPTION OF—EXPLOITING

NATURAL RESOURCES.”

Source: Juan Enriquez/As the Future Catches You

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“The Creative Age

is a wide-opengame.” —Richard Florida, The Rise of the

Creative Class

Creativity Index:

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The 3 T‟s

Technology (HT Index/firms & $$$,

Innovation Index/patent growth)

Talent (% with bachelors degrees+)

Tolerance (Melting Pot Index/foreigners,Bohemian Index/artists et al., Gay Index/rel. #s)

Source: Richard Florida, The Rise of the Creative Class

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Hire very

good

people

“We believe companies can increase their market cap50 percent in 3 years. Steve Macadam at Georgia-

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Pacific … changed 20 of his40 box plant managers

to put more talented,higher paid managers in

charge. He increased profitability from

$25 million to $80 million in2 years.”

—Ed Michaels, War for Talent

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C O**Chief talent acquisition Officer

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CRO/Chief Recruiting

Officer: #1 strategic issue in“commoditized” world,

enormous financial servicescompany. Agent turnover.

15% retention after 4 years.

(Industry average is 11% … “because that‟s the way it is” )

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INVITE THEM TOJOIN US IN A

JOURNEY TO

EXCELLENCE

―In the end, management

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t e e d, a age e t

doesn‘t change culture.Management

invites

the wo rkfo rce itsel f to changethe culture.‖

—Lou Gerstner

Organizing Genius / Warren Bennis

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and Patricia Ward Biederman

―Groups become great only wheneveryone in them, leaders and

members al ike, is free to do h is or

her abso lute best .‖ ―The best thing a leader can do for a

Great Group is to al low i tsmembers to discover thei r

greatness .‖

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Leadership‟s Mt Everest/Mt Excellence

―free to do his or herabsolute best‖ …

―allow its members to

d iscover theirgreatness.‖

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C O*

*Chief quest-meister

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EMPHASIZE

THE ―SOFT

SKILLS.‖

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―It‘s simple, really,Tom . Hire fo r s, and,

above al l, promote fo r

s.” —Starbucks middle manager/field

A Few Lessons from the Arts

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Each hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways =

23 personalities = 23 sets of motivators)

Attitude/Enthusiasm/Energy paramountRe-lent-less!

“Practice is cool” (G Leonard/Mastery )

Team and individualAspire to EXCELLENCE = Obvious

Ex-e-cu-tionTalent = Brand = Duh“The Project” rules

Emotional languageBit players. No.B.I.W. (everything)

Delta events = Delta rosters (incl leader/s)

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Q “If it were your 50K[life‟s savings] and my

$50K, what sort of Waiterswould we look for?”

“Enthusiasts ”

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Diversity =

profit

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―Where do good new ideas

come from? That‘s simple!

From d if ferences. Creativity

comes from unlikelyjuxtapositions. The bestway to maxim ize di fferences is

to m ix ages, cu l tures anddisciplines.‖ —Nicholas Negroponte

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The Cracked Ones Let in the Light

―Our business needs a massive

t ransfu sion of talen t, and talen t, Ibel ieve, is mos t l ikely to be found

among non-conformists ,dissenters and rebels.‖

—David Ogilvy

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―Diversity defines

the health andw ealth of nations in a

new century. Mighty is the

mon grel. The h yb rid is hip . The impu re, the mélange,the adulterated, the blemis hed, the rough, the black-

and-blue, the m ix-and-match – these people areinheri t ing the earth. Mixing is the new norm . Mixingtrum ps isolat ion. It spawns creat iv i ty, nourish es the

human spir i t , spu rs economic grow th and empowersnations.‖

—G. Pascal Zachary, The Global Me:New Cosmo pol i tans and the Compet it ive Edge

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CM Prof Richard Florida on “Creative Capital”: “You cannot get a

technologically innovative

place unless it‟s open toweirdness, eccentricity

and difference.” Source: New Yo rk Times

Talent (Not) on His Mind

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Norman Pearlstine, Editor-in-Chief, Time Inc., asked a

magazine‟s managing editor to

name 10 people outside Timethat the magazine should

pursue: “He said, „I can‟t think

of any.‟ ”

Source: New York Times

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Build on

strengths

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“The key difference between checkers and

chess is that in checkers the pieces all movethe same way, whereas in chess all the pieces

move differently. … Discover w hatis unique about each

person and capitalize

on it.‖ —Marcus Buckingham, The One Thing You Need to Know

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53 = 53

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Justsay

―No‖

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Justscream

―No‖

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Promise #1: ―Never, ever againwill I evaluate anyone

using a standardized

instrument devised bya ―professional‖ in

inhuman Resources.‖

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One size …

NEVER …

fits all.

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Arts/??? V.P.s/???

Nobel Prizes/??? Our spouse/???

Our children/???

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NEVER … ever …

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ever ……. ever …

ever … ever …ever … ever … ever

EVE

Horror #1 in the

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“Creative Age” :

T3/ Teach toTest

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“The Creative

Age is a wide-open game.” —Richard Florida, The Rise of the Creative Class

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―The leaders of Great Groupslove talent and know

where to f ind i t . Theyrevel in th e talentof others.‖ —Warren Bennis &

Patricia Ward Biederman, Organizing Genius

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PARC‟s Bob Taylor:

―Connoisseur

of Talent‖

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SO YOU‘RE A―PEOPLE

PERSON‖?

PROVE IT.

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―The leaders of Great Groups

love talen t and know where

to f ind i t . They revel in thetalent of others.‖ —Warren Bennis &


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―W e are a

‗Life Success‘

Company.‖ Dave Liniger, founder, RE/MAX

―No matter what the situation,

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No matter what the situation,

[the great manager‘s] f irs t response isalways to th ink about the

ind iv idual concerned and howthings can be arranged to helpthat ind iv idual exper iencesuccess .‖ —Marcus Buckingham,

The One Thing You Need to Know

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―Do‖

TALENT

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Les Wexner: From

sweaters to …

people!

“Things don‟t stay the same. You

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Things don t stay the same. You

have to understand that not onlyyour business situation changes,

but the people you‟re working with

aren‟t the same day to day.Someone is sick. Someone ishaving a wedding. [You must]

gauge the mood, the thinking level

of the team that day.” —Coach K [Krzyzewski]

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220 workdays

= 220 ―rosters‖ Source: Coach K

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new goal …every game

Source: Coach K

―The key difference between

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checkers and chess is that incheckers the pieces al l movethe same way, whereas in chess

al l the p ieces move d if ferent ly .… Discover what is un iqueabout each person and

cap ital ize on it .‖ —Marcus Buckingham,

The One Thing You Need to Know

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PERSON‖?

PROVE IT.

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< CAPEX> People

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The Value-added Ladder/ OPPORTUNITY-SEEKING

Implemented

Gamechanging

Solutions (People intensive)Services (People & Capital intensive)

Goods (Capital intensive) Raw Materials (Capital intensive)

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PERSON‖?

PROVE IT.

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PUT HR AT THE

HEAD OF THE HEAD

TABLE. BESTPEOPLE. NOBLEST

MISSION.

A review of Jack and Suzy Welch‘s Winning claims there are buttwo key differentiators that set GE ―culture‖ apart from the herd:

First: Separat ing f in ancial forecast ing and perform ance

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p g g pmeasurement. Perform ance measurement based, as i t us ual ly is, on bud get ing

leads to an epidemic of gaming the system. GE‘s performance measurement isdivorced f rom b udget ing —and instead reflects how you d o relat ive to your past

performance and relative to competitors‘ performance; i.e., it‘s about how you

actual ly do in the context of w hat happened in the real wor ld , not as compared to agamed-abstr act plan d eveloped last year.

Second: Putting HR on

a par with financeand marketing.

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LIVE FOR

TALENT

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Our Mission

To develop and manage talent; to apply that talent,

through out the w orld,for the benefit of clients;

to do so in partnership;

to do so w ith profit.WPP

Omnicom's acquisitions: “not for size

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Omnicom s acquisitions: not for size

per se”; “buying talent;” “deepen arelationship with a client.” (Adver t is ing

Age )

“Omnicom very simply is about talent.

It‟s about the acquisition of talent,

providing the atmosphere so talent isattracted to it.” (John Wren)

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Internal

―brand

promise‖

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What‟s your company‟s … EVP/IBP?*

*Employee Value Proposition, per Ed Michaels et al.,

The War for Talent; IBP/Internal Brand Promise per TP

EVP/IBP = Remarkable

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challenge, rapid pro fessionalgro w th, respect, satisfaction,

fun, stunning o pportunity,

exceptional rew ard, amazingpeer group, full mem bership in

Club Adventure, maximized

future em ployability

Source: Ed Michaels, The War for Talent; TP

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WordsMatter.

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Talent

Department

People Department

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eop e epa t e t

Center for Talent Excellence

Seriously Cool People WhoRecruit & Develop Seriously Cool

People

Etc.

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Brand =Talent.

“I have always

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believed that thepurpose of the

corporation is to bea blessing to theemployees.” —Boyd Clarke

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Re-imagine

Peop le Power:

The Talen t 50

The Talent50

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1. People first2. Soft is Hard.3. FUNDAMENTAL PREMISE: We are in an

Age of Talent/ Creativity/Intellectual-

capital Added.4. Talent “excellence” in every part of the

organization.5. P.O.T./Pursuit Of Talent = Obsession.

6. HR sits at The Head Table.7. HR is “cool.”

The Talent50

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8. Re-name “HR.” (Talent Department, Center of

Talent Excellence)9. There‟s an HR Strategy 10. There is a FORMAL Recruitment Strategy.11. There is a FORMAL Leadership Development

Strategy.12. There is a “world class” Leadership Development Center.

13. There is a FORMAL-STRATEGIC HR ReviewProcess.

14. The “Top100,” and every unit‟s Top10, are consciously managed.

The Talent50

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15. “People/Talent Reviews” are the

FIRST reviews.16. HR Strategy = Business Strategy.17. Make it a Cause Worth Signing Up For..

18. Set Sky High Standards.

19. Enlist everyone in Challenge Century21.20. Pursue the Best21. Up or Out.22. Ensure that the Review Process has

INTEGRITY.23. Pay

The Talent50

24. Training I: Train Train Train

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25. TII: 100% “business people.” 26. TIII: 100% Leaders.27. TIV: Boss as Trainer-in-Chief.28. Open Communication I: NO

BARRIERS.29. Open Communication II: Share

Information. (ALL )

30. Respect31. INTEGRITY32. Treat the Whole Individual.

The Talent50

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33. Places of “grace.” 34. MBWA: The “Rudy Rule.” 35. Thank You36. Promote for “people skills.”

(ALL ELSE IS SECONDARY.)37. Honor youth.38. Early leadership assignments.

39. Fast Tracking is the norm.40. Create a System of Mentoring.

The Talent50

41. Diversity

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42. Diversity starts on the Board ofDirectors.

43. WOMEN RULE.44. Weird Wins.

45. We are all unique.46. Bosses “win people over.” 47. GOAL: Adventures of Mutual

Discovery.48. Foster Independence.49. Enthusiasm

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50. Talent= Brand.

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EXCELLENCE.

WOMEN.

RULE.

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―AS LEADERS,WOMEN

RULE: New Studies find that

female managers outshine their malecounterparts in almost every measure”

TITLE/ Special Report/ BusinessWeek

10 UNASSAILABLE REASONS WOMEN RULE

Women make [all] the financial decisions.Women control [all] the wealth.Women [substantially] outlive men.

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Women start most of the new businesses.Women‟s work force participation rates have

soared worldwide.Women are closing in on “same pay for same

job.” Women are penetrating senior ranks rapidly

[even if the pace is slow for the corneroffice per se].

Women‟s leadership strengths are exceptionally well

aligned with new organizational effectivenessimperatives.

Women are better salespersons than men.Women buy [almost] everything—commercial

as well as consumer goods.

So what exactly is the point of men?

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J. D. Rockefeller‟s General Education Board (1915): ―In

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ou r dreams peop le yieldthemselves w ith perfect

doc i li ty to ou r mold inghands. … The task is simple. We will

organize ch i ldren and teach them in a perfect

way the thing s their fathers and mothers aredoing in an imperfect way.‖

John Taylor Gatto, A Different Kind of Teacher

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“The main crisis

in school today isirrelevance.” —Daniel Pink,

Free Agent Nation

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“The Creative

Age is a wide-open game.” —Richard Florida, The Rise of the Creative Class

“Human

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creativity is

the ultimateeconomic

resource.” —Richard Florida,

The Rise of the Creative Class

―My wife and I went to a [kindergarten] parent -teacher con ferenceand were inform ed that our b udd ing refr igerator art ist , Christo pher,

wo uld b e receiving a grade of Uns at isfactory in art . We wereshoc ked. How could any chi ld —le t alone our chi ld —receive a poo r

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grade in art at su ch a young age? His teacherinformed us that h e had

refused to color w ithin the

lines, w hich w as a staterequirement for

demonstrating ‗grade-levelmotor skills.‘ ‖ —Jordan Ayan, AHA

―How many artists are there in the room? Would you please raiseyour hands. FIRST GRADE : En mass the chi ldren leapt from th eirseats, arms waving. Every chi ld was an art ist . SECOND GRADE :

Ab out h alf the kids raised their hands , should er high, no h igher. The

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hands were st i l l. THIRD GRADE : At best, 10 kids out of 30 wou ldraise a hand, tentat ively, self-con sc ious ly. By the t ime I reachedSIXTH GRADE , no mo re than o ne or tw o kids ra ised their hands,

and then ever so sl igh t ly, betraying a fear of being id ent i f ied by thegroup as a ‗closet artist.‘ The point is:

Every sch ool I visitedw as participating in

the systematic suppr ession

of creative genius.‖

Source: Gordon MacKenzie, Orbiting the Giant Hairball

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―The key question isn‘t ‗What fosters

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creativity?‘ But it is why in God‘s name isn‘teveryone creat ive? Where was the humanpo tent ial lost? How was i t cr ipp led? I thinktherefore a good quest ion m ight be not

why do people create? But why do peoplenot create or innovate? We have go t to

abandon that sense of amazement in theface of c reativi ty , as if i t were a m iracle if

anybody created anything.‖ —Abe Maslow

Ye gads: ― Thomas Stanley has not only found

no correlation between success in school and

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an ability to accumulate wealth, he‟s actuallyfound a negative correlation. „It seems that school-related evaluations are poor

predictors of economic success,‟ Stanleyconcluded. What did predict success was a

willingness to take risks. Yet the success-failure standards of most schools penalized

risk takers. Most educational systems rewardthose who play it safe. As a result, those who

do well in school find it hard to take riskslater on.” —Richard Farson & Ralph Keyes,

Whoever Makes the Most Mistakes Wins

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M.I.A.*: Talk. (Present.) Listen. (Interview.) Sell. (Life = Sales.) Do. (Execution-Implementation.)

(Recruit-Develop-Retain )

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Talent. (Recruit-Develop-Retain.) ProjectManagement. (Create. Solicit support.

Execution. Adoption-Client “Culture Change.”) Product. (“It.”) Innovation. (Design.

Creativity. “Buzz-building.” Politics.) Leadership. (USMA, etc.) E.Q. (Connect.) “Culture”

Change. (Lasting impact.) Diversity. (Cross-

cultural Effectiveness.) Career Creation. (Brand You life-lifestyle.) Wellness. (Life.)

*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)

New Economy Biz Degree Programs

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M (Master of Business Administration) MMM1 (Master of Metaphysical Management)

MMM2 (Master of Metabolic Management)

MGLF (Master of Great Leaps Forward)MTD (Master of Talent Development)

W/MwGTDw/oC (Woman/Man Who Gets Things

Done without Certificate)DE (Doctor of Enthusiasm)

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School 1907vs

School 2007

J. D. Rockefeller‟s General

Education Board (1915): ―In

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our dreams peopleyield themselves w ith

perfect docility to our

mo lding hands. … The task is

simple. We wi l l organize ch i ldren andteach them in a perfect way the things

their fathers and mothers are do ing inan imperfect way.‖

Source: John Taylor Gatto, A Different Kindof Teacher

―Schools were designed by Horace Mann, E.I. Thorndike, and

others to be instruments o f the scient i fic management of a

mass popu lat ion. Schools are intended to

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p p

produce, through the app l icat ion offormulas, formulaic human beings

whose behavior can be predictedand contro l led. To a very great extent, schoolssucc eed in doing th is. But in a soc iety that is increasing ly

fragmented, in wh ich the only genuinely successfu l peop le areindependent, self-rel iant, and indiv idual ist ic, the produ cts of

school and ‗schooling‘ are irrelevant.‖

Source: A Different Kind of Teacher , John Taylor Gatto

―Our education system is

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a second-rate, fac to ry - s ty le organ izat ion , pump ing

ou t obso lete informat ion in

obso lete ways . [Schools ] ares imply no t connected to the

future of the kids they‘re

responsible for.‖ —Alv in Toff ler, Bu siness 2.0

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―I discovered the brutally

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s imple mot ivat ion behind thedevelopment and impos i tion ofal l sys temat ic ins truc t ional

programs and tests – a lacko f trus t that teachers canteach and that ch i ld ren

can learn.‖ —Frank Smith,

Insult to Intel l igence

―It is an inescapable reality that

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studen ts learn at d i f ferent ratesin d if ferent ways. That createsthe need fo r a schedu le of

sens i t iv i ty that only teachersclose to the particular s tudentcan devise – no t some theory-

driven, central-of f ice, compu ter- managed schedule.‖ —Ted Sizer

―A substantial amount of

tes t imony ex is ts f rom high ly

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regarded scient ists l ike [Nobellaureate] Richard Feynman, Albert

Eins tein, and many others, that

sc ient i f ic discovery isnegatively related to theprocedures of schoo l

science classes.‖ —John Taylor Gatto,

A Dif ferent Kind of Teacher

TP‘S

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EDUCATION

MANIFESTOFOR THE 3RD

MILLENEUM

Education3M

Learning is a normal state.

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Child ren are learnavores.Prodigious feats of learning are common as dirt.[Watch an H.S. QB studying game film.]

We learn at diff erent rates.We learn in different ways.

Boys and g ir ls learn [very] di f ferent ly.In a class of 25, there are 25 different trajectories.

Learning in 40-m inutes bloc ks is bul lsh i t .Learning for tests is utterly insane.

There are numerous r igorous evaluat ion sch emes,of which test ing is but one —and abnorm al,

by ―real world‖ standards.

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Education3M

“All this”—the right stuff —fits the NWW/NewWorld of Work hand-in-glove. [NWW = Age of Creativity.]

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U.S. schools cir ca 2001 are a vestige of thePruss ian-Ford ist model, more interested inshaping behavior than stoking the f i res of

l i felong learning . Cutting art-music budgets is truly dumb.

Learning is a matter of Intens i ty of Engagement,no t elapsed time. [Aargh : 11 m inutes on the Batt le of

Gettysburg. ]

Teachers need enough space-time-flexibility to

get to know kids as individuals.Scient i f ic disc overy p rocesses and the teach ingof science are utter ly at odd s. [Explorat ion vs. spoon -

feeding.]

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Education3M

Most schools spend most of their timesetting up contexts in which kids learn

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not to like particular subjects. [Evidenceshows that such anti-learning sticks!]

Vigorous exploration is normal … until

you are incarcerated in a schoo l .

“Bite size” education-learning is neithereducation nor learning.Learning takes place rapid ly on the

cheerleadin g squad, the foo tball team,

the schoo l newspaper, the drama club ,at the after-class job --jus t no t in the

hyper-st ruc tured class room .

Education3M

The “school reform” “movement” is a giant step

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… backwards … embracing the Prussian-Fordistparadigm with renewed vigor —at exactly thewrong time.

There are large num bers of superb s cho ols,sup erb pr inc ipals, superb teachers; sadly, theyno t on ly fai l to infect the [ largely t imid ] rest, bu t are

ord inari ly supplanted by wu sses & wimps.Alas, the teaching profession does not

ordinarily attract “cool dudes & dudettes.”

Schools of ―education‖ should by and largehave their charters revoked.

Education3M

“Education” must “develop in youth the

capabilities for engaging in intense

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p g g gconcentrated involvement in an activity.”

[James Coleman, 1974.] [Hint: It doesn‟t.] [Hint:

Understatement.]

Stability is dead; ―education‖ must

therefore ―educate‖ for an unknowable,

ambiguous, changing fu ture; thence,learning to learn & change is far more

important than mastery of a stat ic body of―facts.‖ [Was the ―War of the Roses‖ really

over roses? (1) I don‘t remember. (2) Notremember ing has not been a hand icap.]

Education3M

I never took a speech course.Hemmingway couldn‟t spell.

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g y p

Etc.Etc.Etc.

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We ask kids to

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“behave” and “sitquietly” … and then

tell them to studyhistory‟s heroes as

role models.

Attributes of Those Who “Made”

the 10th Grade History Book

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–Committed!

–Determined to make a difference!

–Focused!

–Passionate!

– Irrational about their life‟s project!

–Ahead of their time / Paradigmbusters!

– Impatient! / Action Obsessed

Attributes of Those Who “Made” the 10th Grade History

Book

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–Made lots of people mad!

–Flouted the chain ofcommand!

–Creative / Quirky / Peculiar! /Rebels! / Irreverent!

–Masters of improv / Thrive onchaos

/ Exploit chaos!

Attributes of Those Who “Made” the 10th Grade History Book

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–Bone honest!

–Flawed as the dickens!

–

“In touch” with their followers‟aspirations

–Damn good at what they do!

Attributes of Those Who “Made” the 10th GradeHistory Book

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–Forgiveness > Permission

–Bone honest!

–

Flawed as the dickens! – “In touch” with their

followers‟ aspirations

–Damn good at what they do!

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EXCELLENCE.BEDROCK.

TALENT PLUS.

HEALTH.

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TP ON

HEALTHCARE

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2m 38s

“When I climb Mount

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Rainier I face lessrisk of death than

I‟ll face on the

operating table.”

—Don Berwick

QualityDSS

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PreventionWellnessChronic care

Elder careConvenient care

Childhood obesityH5N1

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“Quality”: COULD

IT TRULY BE THIS

AWFUL?

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HealthGrades/Denver:

hosp i tal deaths per

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195,000 year in the U.S., 2000-2002 = 390 fu ll jumbos/747s in the dr ink per year .

Comments: “This should give you pausewhen you go to the hospital.” —Dr. Kenneth Kizer,

Nat ion al Qual i ty Forum . “There is little evidence

that patient safety has improved in

the last five years.” —Dr. Samantha Collier

Source: Boston Globe/07.27.04

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1,000,000“serious medication errors per

year” … “illegible handwriting,

misplaced decimal points, andmissed drug interactions and

allergies.”

Source: Wall Street Jou rnal / Institute of Medicine

―Hospital infections kill an estimated 103,000

peop le in th e United States a year, as many as

AIDS b t d t id t

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AIDS, breast cancer and auto acc identscombined. … Today, experts estimate that more than 60 percent

of staph infections are M.R.S.A. [up from 2 percent in 1974]. Hospitalsin Denmark, Finland and the Netherlands once faced similar rates,

but brought them down to below 1 percent. How? Through the

rigorous enforcement of rules on hand washing, the meticulouscleaning of equipment and hospital rooms, the use of gowns anddisposable aprons to prevent doctors and nurses from spreadinggerms on clothing and the testing of incoming patients to identify

and isolate those carrying the germ. … Many hospital administrators

say they can‟t afford to take the necessary precautions.”

—Betsy McCaughey, founder of the Committee to Reduce Infection Deaths (New York Times /06.06.2005)

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*77.9, below Costa Rica, Cuba/USN&WR, 0326.07

“We needFl

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Florence

Nightingale

hygiene.” Source: UK corner on problems in Britishhealthcare, The Daily Telegraph , 04.27.07

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HEALTHCARE VS

HEALTH

“What‟s Really Propping

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Up the Economy:Healthcare has added 1.7

million jobs since 2001.The rest of the private

sector? None .”

Source: Title, cover story, BusinessWeek , 0925.2006

TP Recommendation* #1:

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Dubai Healthcare Cityto

Dubai Health City

*Presentation at “First Middle Eastern Healthcare Summit/01.2006

Sexy Cures vs Quality/Safety

Surgeons vs

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Family Practice Physicians/CIOsFixing vs Preventing

Healthcare vs Health

Tom/$53K vs 1,000 Africans

[Stanford?] vs Griffin/Planetree

SF Internist vsTom/Canyon Ranch

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Childhood

Obesity >

Terrorism

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Bust

fat docs

Sprint/Overland Park KS:

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Slow elevators, distant parking lots with

infrequent buses, “foodcourt” as “poorly” placed

as possible, etc.

Source: New York Times

“Bump into factor”: Extra-size

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portions, eat more. Higher% shelf space snacks, moreobesity. More liquor stores,

more crime. High vs low fat:Japanese who emigrate toU.S. suffer 3X increase in

heart disease.

Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

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“Microsystems” Paul Batalden/DHMC-

Intensive Care Nursery/X-disciplinary

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“Every $1 spent on itswellness program ended up

saving [Citigroup] $4.70,according to an academic

study.”

—WSJ/0329.07

Sexy Cures vs Quality/Safety

Surgeons vs

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Family Practice Physicians /CIOsFixing vs Preventing

Healthcare vs Health

Tom/$53K vs 1,000 Africans

[Stanford?] vs Griffith/Planetree

SF Internist vsTom/Canyon Ranch

PLANETREE/

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PLANETREE

ALLIANCE: ADIFFERENT

MODEL

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Planetree:A Radical Model for NewHealthcare/Healing/

Wellness Excellence

Tom Peters/30 March 2007

"All sane persons agree that 'healthcare needs an overhaul.' And that's wherethe agreement stops. Healthcare issues are thorny, and system panaceas areabout as likely as the sun rising in the West. But there is good news here and

there--and great news courtesy the Planetree Model.

"In the midst of ceaseless gnashing of teeth over 'healthcare issues,' thepatient and frontline staff often get lost in the shuffle. Enter Planetree. While

oceanic systemic solutions remain out of reach, Planetree provides ak bl d t ti f h t h lth ith th ti t t th t

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y , premarkable demonstration of what healthcare--with the patient at the center-

-can be all about; and is all about among Planetree Alliance members.

"I know this may sound ridiculous, but everything about the 'model' works. Itis great for patients and their families--and is truly about humanity andhealing and health and long-term wellness, not just a 'fix' for today's

problem. It is great for staff--Planetree-Griffin is rightly near the top of the'best places to work in America' list, year in and year out. And Planetree alsoworks as a 'business model'--any effectiveness measure you can name is in

the Green Zone at Griffith.

"For 25 years my 'gig' has been 'excellence.' Put simply, there is no betterexemplar of customer-centered, employee-friendly excellence, in any

industry, than Griffin-Planetree. The Planetree model works--and in my

extensive work in the health sector, I 'sell' it shamelessly, and pray that myclients are taking it all in."

tom peters/response to request for comment on Planetree

“It was the goal of

the Planetree Unit to

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the Planetree Unit tohelp patients not only

get well faster butalso to stay well

longer.” —Putting Patients First,

Susan Frampton, Laura Gilpin, Patrick Charmel

“Much of our current

healthcare is about

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healthcare is about curing .Curing is good. But healing is spiritual, and healing is

better, because we can healmany people we cannot

cure.” —Leland Kaiser,“Holistic Hospitals”

Determinants of Health

A t 10%

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Access to care: 10%Genetics: 20%

Environment: 20%

Health Behaviors: 50% Source: Institute for the Future

The 9 Planetree Practices

1. The Importance of Human Interaction2. Informing and Empowering Diverse Populations: Consumer

Health Libraries and Patient InformationH li P t hi Th i t f I l di F i d

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Health Libraries and Patient Information3. Healing Partnerships: The importance of Including Friends

and Family4. Nutrition: The Nurturing Aspect of Food5. Spirituality: Inner Resources for Healing

6. Human Touch: The Essentials of CommunicatingCaring Through Massage7. Healing Arts: Nutrition for the Soul8. Integrating Complementary and Alternative Practices

into Conventional Care9. Healing Environments: Architecture and Design Conducive

to Health

Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

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Press Ganey Assoc: 139,380 formerpatients from 225 hospitals:

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none of THE top 15 factors

determining Patient Satisfaction

referr ed to patient‘s health outcome

PS directly related to Staff Interaction

PS directly correlated with Employee

Satisfaction


―There is a misconception that supportive interactions requiremore staf f or m ore t ime and are therefore more cos t ly . Al thoug hlabo r co sts are a sub stant ia l part of any hosp ital budget, the

interact ions themselves add noth ing to the budg et.

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Kindness is

free. Listen ing to pat ients or answ ering their

quest ion s costs n oth ing. It can be argued that negat iveinteract ions —al ienat ing pat ients, being non -respon sive to theirneeds or l im i t ing th eir sense of contro l —can be very costly. …

Angry , frus trated or fr igh tened patients may be combative,

wi thdrawn and less coop erat ive —requir ing far more t imethan it wo uld have taken to interact w ith them in i t ial ly in a positive way.‖ —Putting Patients First, Susan Frampton,

Laura Gilpin, Patrick Charmel

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―Planetree is abouthuman beings

caring for otherhuman beings.‖

—Putting Patients First, Susan Frampton, Laura Gilpin,Patrick Charmel (“Ladies and gentlemen serving ladies

and gentlemen”—4S credo)

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2. Informing andEmpowering Diverse

Populations: ConsumerHealth Libraries andPatient Information

Planetree Health Resources Center/1981Planetree Classification System

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Consumer Health LibrariansVolunteers

Classes, lecturesHealth Fairs

Griffin‟s Mobile Health Resource Center Open Chart Policy

Patient Progress Notes Care Coordination Conferences (Est

goals, timetable, etc.)


3. Healing

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Partnerships: The

Importance ofIncluding

Friends and Family

“When hospital staff members are

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asked to list the attributes of the„perfect patient and family ‟ their

response is usually a passive patientwith no family.” —Putting Patients First, Susan

Frampton, Laura Gilpin, Patrick Charmel

The Patient-Family Experience

“Patients are stripped of control, their clothes are

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taken away, they have little say over their schedule,and they are deliberately separated from their familyand friends. Healthcare professionals control all of the

information about their patients‟ bodies and access tothe people who can answer questions and connect themwith helpful resources. Families are treated more as

intruders than loved ones.” —Putting Patients First,

Susan Frampton, Laura Gilpin, Patrick Charmel

“Family members, close friends

and „significant others‟ canh f t i t

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and significant others canhave a far greater impact on

patients‟ experience of illness,and on their long-term health

and happiness, than anyhealthcare professional.”

—Through the Patient‟s Eyes

“A 7-year follow-up of women

diagnosed with breast cancerh d th t th h fid d i

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diagnosed with breast cancershowed that those who confided inat least one person in the 3 monthsafter surgery had a 7-year survival

rate of 72.4% , as compared

to 56.3% for those who didn‟t have

a confidant.” —Institute for the Future

Institute of Medicine/ “Crossing the Quality Chasm”

Respect for preferences

Involvement in Decision MakingA t

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o e e t ec s o a gAccess to care

Coordination of careInformation and education

Physical comfortEmot iona l suppor t

Involvement of Fr iends and Fam ilyContinuity of care


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4. Nutrition:

The NurturingAspect of Food

Meals are central events vs

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vs

“There you‟re fed.” *

*Irony: Focus on “nutrition” has reduced

focus on “food” and “service” Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Kitchen

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KitchenBeautiful cutlery,

plates, etc

Chef reputation


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Aroma therapy (e.g., “smell of baking cookies”)


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5. Spirituality:

Inner Resourcesfor Healing

Spirituality: Meaning and Connectedness in Life

1 Connected to supportive and

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1. Connected to supportive andcaring group

2. Sense of mastery and control3. Make meaning out of disease/

find meaning in suffering


redesign chapel (waterfall,

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Griffin: redesign chapel (waterfall,

quiet music, open prayer book)

Other: music, flowers, portablelabyrinth


6. Human Touch:

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The Essentials of

CommunicatingCaring Through

Massage

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Mid-Columbia Medical Center/Center for Mind and Body

Massage for every patient scheduled for

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Massage for every patient scheduled forambulatory surgery (―Go into surgery with a good attitude‖)

Infant massageStaff massage (―caring for the caregivers‖) Healing environments: chemo!


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7. Healing Arts:

Nutrition forthe Soul

Planetree: “Environment conducive to healing”

Color

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LightBrilliance

FormArt

MusicSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Florence Nightingale/Notes on

Nursing/patient‟s need for beauty,

windows, flowers:

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“People saythe effect is only on

the mind. It is nosuch thing. The effect

is on the body, too.”


Griffin: Music in the parking

lot; professional musicians inth l bb

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lot; professional musicians inthe lobby (7/week, 3-4hrs/day) ;

5 pianos ;

volunteers (120-140 hrs arts &

entertainment per month). Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

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8. IntegratingComplementary and

Alternative Practicesinto Conventional Care

Griffin IMC/Integrative Medicine Center

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MassageAcupunctureMeditation

ChiropracticNutritional supplements

Aroma therapy Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

CAM (Complementary & Alternative Medicine):

83M in US (42%)

CAM i it 243M t th t PCP

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CAM visits 243M, greater than to PCP (Primary

Care Physician) (With min insurance coverage)

W-Educated-Hi inc

Don‟t tell PCP (40%)

OTA: <30% procedures used inconventional medicine have undergone

RCTs (randomized clinical trials)


9. Healing

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Environments:Architecture andDesign Conducive

to Health

“Planetree Look”

Woods and natural materialsIndirect lighting

Homelike settings

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Goals: Welcome patients, friends and

family … Value humans over technology ..Enable patients to participate in their care… Provide flexibility to personalize the

care of each patient … Encourage

caregivers to be responsive to patients …Foster a connection to nature and beauty


SoundTexture

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LightingColor

SmellTaste

Sacred spaceSource: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Access to nurses station:

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―Happen to‖ vs

―Happen with‖ Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

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The Eden

Alternative**ElderCare

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“The Eden paradigm

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allows elders to care foranimals, birds, and

children as well as eachother.” —Susan Eaton, Harvard/JFK school

Source: Putt ing Pat ients First , Susan Frampton,Laura Gilpin, Patrick Charmel

The Ten Principals of the Eden Alternative

5. Variety and Spontaneity are the antidotes to boredom.

The Elder-centered community is rich in opportunities tosample these ancient pleasures.

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p p6. An Elder-centered community understands that passiveentertainment cannot fill a human life.7. The Elder-centered community takes medical treatmentdown from its pedestal and and places it into the serviceof genuine human caring.

Source: Putt ing Pat ients First , Susan Frampton,Laura Gilpin, Patrick Charmel

The Ten Principals of the Eden Alternative

8. In an Elder-centered community, decisions should bemade by the Elders or those as close to the Elders as

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made by the Elders or those as close to the Elders aspossible.9. An Elder-centered community understands human

growth cannot be separated from human life.10. Wise leadership is the lifeblood of any struggleagainst the Three Plagues. For it, there can be nosubstitute.

Source: Putt ing Patients First , Susan Frampton, Laura Gilpin, Patrick Charmel

“The most basic

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question we need topose in caring for

others is this: Is this

a loving act?” —Leland Kaiser,

“Holistic Hospitals”

Source: Putt ing Patients First , Susan Frampton, Laura Gilpin, Patrick Charmel

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Conclusion:

Caring/Growth―Experience‖

Care /Love /SpiritSelf-Control

Connect /learn /

involve /Engage

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Understanding /Growth

De-stress /heal

W ho le patient & family

& friendsbe w ell /stay w ell

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F.Y.I.

Griffin Hospital/Derby CT (Planetree Alliance “HQ”) Results:

Financially successful.

Expanding programs-

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physically. Grow ing market

share. Only ho spital in ―100

Best Cos to W ork for‖— 7 consecutive years,

currently #6.

—“Five-Star Hospitals,” Joe Flower, strategy+business (#42)

Learn more about Planetree/

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The Planetree Alliance:

www.planetree.org

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XCELLLWAY

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Pause …

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Them-Us

“Them” “Us”

Strategy EXECUTION Planning ActionMarketing Selling/Sales

Markets CustomersCustomers Clients Micro segmentation

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Micro-segmentation Big Stuff (Women, Boomers) Cost minimization Revenue maximization Synergy/“Efficiencies” Decentralization “Strategic” supplier Pioneering supplier Process ProjectEffectiveness ExcellenceMen Women Leadership Management + LeadershipStandardization Exceptionalism (53 = 53)

Big clients COOL clients Prestigious Board INTERESTING Board

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“Them” “Us”

Benchmark “Future”mark Orderly career progression “Up or Out” (PDQ)

Head HeartIQ EQ“Professional”

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Professional PassionateStoic, humble leaders Noisy, emotional

“characters” in charge Hire for Resume Hire for intangibles

Measured-thoughtful Relentless, pig-headedapproach determination

Teamwork comes first Teamwork and disruptiveindividuals equal billing

Listen to customers Lead customers

Customer “involvement” Intimate-Seamlesscustomer inter-twining

“Them” “Us”

MBM (Management MBWAby memo)

MBA MFAShareholder Value Great people-product rule comes first

Work smart

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Work smart Work hardBuilt to last Built to Rock the World Reward successes Reward (EXCELLENT)

failures

Quality first! Design 1T Quality first Innovation 1THigh-quality Jaw-dropping Experience

transactionCVs demo consistent CVs feature Magic Moments

performanceGood grades Cool stuff Operational excellence World-rocking INNOVATION

“Them” “Us”

Brand LovemarkBest analysis wins Best STORY wins“Beyond politics” Politics-is-life, the

rest is detailsOutsource Bestsource“Motivate”

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“Motivate” Send on QUESTS “Motivate” InviteMeasured language HOT language

Product-Service Gamechanging SOLUTION,Thrilling EXPERIENCE,DREAM come true,LOVEMARK

Pastel TechnicolorBetter Different“Mission success” “Mission EXCELLENCE” Very good EXCELLENCE. ALWAYS.

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EndPause

EXCELLENCE.

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BEDROCK.

LEADERSHIP.L23. 7Es.

9Ps. 12Ps.

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EXCELLENCE.

THE LEADERSHIP23.

Leadership23/ML1. Enthusiasm. Energy. Exuberance.2. Action. Execution.3. Tempo. Metabolism.

4. Relentless.5. Master of Plan B.

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6. Accountability.7. Meritocracy.

8. Leaders “do” people. Mentor. (“Success creation business.”) 9. Women. Diversity.10. Integrity. Credibility. Humanity. Grace.11. Realism.

12. Cause. Adventures. Quests.

Leadership23/ML13. Legacy.14. Best story wins.15. On the edge. (“Wildest chimera of a

moonstruck mind.”) 16. “Reward excellent failures. Punishmediocre successes ”

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mediocre successes.” 17. Different > Better. (“Only ones who do

what we do.”) 18. MBWA. Customer MBWA.19. Laughs.20. Repot. Curiosity. Why?21. You = Calendar. “To Don‟t.” Two.

22. Excellence. Always.23. Nelsonian! (“Other admirals more afraid

of losing than anxious to win.”)

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The ―7Es‖

ExuberanceEnergy

Empathy

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Engagement

EmpowermentExecution

Excellence

EXCELLENCE.

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BEDROCK.

LEADERSHIP.―9 Ps.‖

PURPOSE.PASSION.

Potential.

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Presence.

Personal.

PERSISTENCE.

PEOPLE.

Potent.Positive.

EXCELLENCE.

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BEDROCK.

LEADERSHIP.―12 Ps.‖

Tom Peters/04.18.2007

PURPOSE.PASSION.

Potential.

Presence.Personal.

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pissed off.

Playful.PERSISTENCE.

PEOPLE.

Peculiar.

Potent.Positive.

st

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“21 -century

Leadership” =Bunkum

PURPOSE.PASSION.

Potential.

Presence.

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Personal.

pissed off.


PEOPLE.

Peculiar.

Potent.Positive.

―People w ant to be part of

something larger than

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themselves. They w ant to be

part of som ething they‘re

really proud of, that th ey‘ll

fight for , sacrifice for ,

trust.‖ —Howard Schultz, Starbucks (IBD /09.05)

“If you want to builda ship, don‟t gather

people together to collect

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wood ,and don‟t assign

them tasks and work,but instead teach them

to long for the sea.”

—Antoine de Saint-Exupery (The Little Prince)

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“A leader is

a dealer inhope.” —Napoleon

(+TP‟s writing room pics)

USN&WR: What traits do successful activists share?

Studs Terkel, age 91: “They

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have hope, andthey imbue others

with hope.”

“Management has a lot to do w ithanswers. Leadersh ip is a funct ion ofquest ions . And the fi rs t quest ion fo r a

leader always is:

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y ‗W ho do

w e intend tobe?‘ Not ‗What are we going to

do?‘ but ‗Who do we intend to be?‘‖ —Max De Pree, Herman Miller

Ah, kids: ―What is your vision for

the future?‖ ―What have you

accomplished since your first book?‖ ―Close your eyes and imagine me

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Close your eyes and imagine me

immediately doing something about

what you‘ve just said. What would itbe?‖ ―Do you feel you have an

obligation to ‗Make the world a

better place‘?‖

Leader Job One

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Paint

Portraits of

Excellence

PURPOSE.

PASSION.Potential.

Presence.

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Personal.

pissed off.


PEOPLE.

Peculiar.

Potent.Positive.

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―Nothing is so

contagious asenthusiasm.‖

—Samuel Taylor Coleridge

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―W henever anyth ing is

being accomplished, I

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have learned, it is being

done by a m onom aniacw ith a mission.‖ —Peter Drucker

― A man

without a

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smiling facemust not open

a shop.” —Chinese Proverb

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EX-UB-ER-

ANCE

Exuberance: The Passion for Life, by Kay Redfield Jamison+

“I believe exuberance is incomparably more importantthan we acknowledge. If, as has been claimed,

enthusiasm finds the opportunities and energy makes

the most of them, a mood of mind that yokes the two ofthem is formidable indeed.”

“The Greeks bequeathed to us one of the most

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“The Greeks bequeathed to us one of the mostbeautiful words in our language—the word

„enthusiasm‟—en theos—a god within. The grandeur of

human actions is measured by the inspiration fromwhich they spring. Happy is he who bears a god within,

and who obeys it.”—Louis Pasteur

“Exuberance is, at its quick, contagious. As it spreads

pell-mell through a group, exuberance excites, itdelights, and it dispels tension. It alerts the group to

change and possibility.”


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

“„Glorious‟ was a term [John] Muir would invoke timeand again … despite his conscious attempts to eradicate

it from his writing „Glorious‟ and „joy‟ and

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it from his writing. „Glorious‟ and „joy‟ and„exhilaration‟: no matter how often he scratched outthese words once he had written them, they sprang

up time and again …”

“To meet Roosevelt, said Churchill, „with all his buoyantsparkle, his iridescence,‟ was like „opening a bottle of

champagne.‟ Churchill, who knew both champagne

and human nature, recognized ebullient leadershipwhen he saw it.”

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“Churchill had a very powerful mind, but a romanticand unquantitative one. If he thought about a courseof action long enough, if he achieved it alone in his

own inner consciousness and desired it passionately,he convinced himself it must be possible. Then, withincomparable invention, eloquence and high spirits,

he set out to convince everyone else that it wasnot only possible but the only course of action

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not only possible, but the only course of actionopen to man.”—C.P. Snow

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

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

“He brought back a real joy to music.”—WyntonMarsalis on Louis Armstrong

PURPOSE.

PASSION.

Potential.Presence.

Personal.

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pissed off.


PEOPLE.

Peculiar.

Potent.Positive.

―The role of the Director is to create a

space where the acto rs and actressescan become m ore than

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they‘ve ever been before,

mo re than th ey‘ve

dream ed of being.‖ —Robert Altman,

Oscar acceptance speech

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 opportun ities (projects) which (3) allowpeople to fully (and safely, mostly—caveat: “they” don‟t

engage unless they‟re “mad about something”) express their

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innate curiosity and (4) engage in a vigorous

discovery vo yage (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 d reamed existed —and then theleaders-mentors-teachers (6) applaud like hell, stage

―photo-ops,‖ and ring the chu rch bells 100 times to

commemo rate the bravery o f their ―followers‘ ‖

explorations

Organizing Genius / Warren Bennisand Patricia Ward Biederman

―Groups become great only when

everyone in them, leaders andmembers al ike, is free to do h is or

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her abso lute best .‖ ―The best thing a leader can do for a

Great Group is to al low i ts

members to discover thei rgreatness .‖

Leadership‟s Mt Everest/Mt Excellence

―free to do his or h er

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absolute best‖ …

―allow its mem bers todiscover their

greatness.‖

―In the end, management

doesn‘t change culture.

Management

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invites the wo rkfo rce itsel f to

change the culture.‖ —Lou Gerstner

Why in the

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World did you go to Siberia?

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Hard Is Soft

Soft Is Hard

Hard (#s) Is Soft

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Soft (people) Is Hard

―Hard‖ (#s /―Strategy‖/budgets/plans

marketing) Is Soft

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―soft‖ (people/Customers/

relationships/culture/execution) IsHard

Henry: strategic

Planning = Ha Ha

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Larry/Ram: theimportant bit =

doing it

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What makes

God laugh?

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People

making plans

―If I could have chosen not to tackle the IBM

cu lture head- on, I probably wouldn‘t have. My

bias com ing in was toward s trategy, analysis andmeasurement. In compar ison, changing the

att i tude and behaviors of hundreds of thousands

of people is very, very hard. [Yet] I came

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to see in m y time at IBM

that culture isn‘t justone aspect of the gam e—it

is the gam e.‖ —Lou Gerstner, Who Says Elephants Can‟t Dance

PURPOSE.

PASSION.

Potential.Presence.

Personal.

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pissed off.


PEOPLE.

Peculiar.

Potent.Positive.

Jim‟s

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Group

BasementSystems

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Inc./

Seymour CT

PURPOSE.PASSION.

Potential.

Presence.Personal.

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pissed off.


PEOPLE.

Potent.Positive.

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MBWA* *5,000 miles for a 5-minute face-to

-face meeting (courtesy super-

agent Mark McCormick)

MBWA, Grameen Style

“Conventional banks ask their clients to come

to their office. It‟s a terrifying place for the poor

and illiterate. … The entire Grameen Bank

system runs on the principle that peopleshould not come to the bank, the bankshould go to the people. … If any staff

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member is seen in the office, it should be taken

as a violation of the rules of the Grameen Bank.… It is essential that [those setting up a new

village Branch] have no office and no place tostay. The reason is to make us as different as

possible from government officials.”Source: Muhammad Yunus, Banker to the Poor

“It‟s always

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showtime.” —David D‟Alessandro, Career Warfare

PURPOSE.

PASSION.

Potential.

Presence.Personal.

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pissed off.


PEOPLE.

Peculiar.

Potent.Positive.

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―The First step in a

‗dramatic‘‗organizational change

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program ‘ is obvious—dram atic personal

change ‖ —RG

Questions: What do others think of you? [Are you sure?] What

do you think of you? [Are you sure?] What is your impact onothers? [Are you sure?] What is your impact on others? [Areyou sure?] What is your impact on others? [Are you sure?]

What are the “little things” you (perhaps unconsciously) do that

cause people to shrivel—or blossom? [Are you sure?] What doyou 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 briefor not-so-brief self-assessments? Do you talk too much? [Are you

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sure?] Do you know how to listen? [Are you sure?] Do youlisten? [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 importantin a while? Are you comfortable-uncomfortable with folks on thefront line? Do you think you‘re ―in touch with the pulse of

things around here‖? [Are You Sure?] Are you tooemotional/intuitive? Are you too unemotional/rational? Do you

spend much time with people who are new to you? [Do you thinkquestions like this are ―so much BS‖?]

EnthusiasmEnergy

ExuberanceVoracious Curiosity

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Irritability/Dis-satisfaction

RelentlessnessSelf-reliance

―Closer‖ (Execution) excellence

PURPOSE.

PASSION.

Potential.

Presence.Personal.

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pissed off.


PEOPLE.

Peculiar.

Potent.Positive.

―Courtesies of a small and

trivial character are the

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ones w hich strike

deepest in th e gratefuland appreciating h eart.‖

—Henry Clay

The … Jim Jeffords

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oversight

“I wasn‟t bowled over by [David Boies] intelligence … What impressed me was

that when he asked a question, he waitedfor an answer. He not only

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listened, he made m e feel

like I was the only personin th e room .‖ —Lawyer Kevin _____, on his first,

inadvertent meeting with David Boies, from Marshall Goldsmith,

“The One Skill That Separates,” Fast Com pany

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Personal

What I LearnedHWBjr: Excellence, Accountability, Initiative,

K.I.S.S., Leader Love

Dick: Empowerment, Entrepreneurship,Challenge, Execution (Project > Paper),Accountability, MBWA, K.I.S.S., Fanatic

C t t i (C t >C d

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Customer-centrism (Customer>Command,

Marines>Regiment),Leader Love, Output, “Do”>“Be”

Nameless: “Tangible” vs “Palpable” (Bureaucracy, Control, Tight Leashes,

Command-centric, Demoralization, Paper >Project, Product = Paper, K.I.C.S.)

What I LearnedBen: Decency, Soft Power, Fanatic Customer-

centrism (“Do”>“Be”)

Walter: Fanatic Mission-centrism, Soft Power,Relationship-management, Execution,

Accountability, Early to Bed …

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Bob: Pos>Neg/Recognition, K.I.S.S., The Way ofthe Demo (Execution), Hero-building, Mission-

centrism, “Do”>“Be”

Bill: De-centralization, Recognition, Support-

staff Centrism, Measurement (K.I.S.S.), SoftPower (Paint ‟n Pride), Rapid Culture Change

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Personal

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DECENTRALIZATION.

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EXECUTION.

ACCOUTABILITY.

6:15A.M.

DECENTRALIZATION.EXECUTION.

ACCOUTABILITY.

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6:15A.M.

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End Personal

PURPOSE.

PASSION.

Potential.

Presence.Personal.

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pissed off.Playful.

PERSISTENCE.

PEOPLE.

Peculiar.

Potent.Positive.

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Pissed Off* ** *As in “I‟m pissed off and I‟m not gonna take it any more …”

**Innovation Stems from Irritation (Re-imagining Results from Rage)

isse

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Off* ** *As in “I‟m pissed off and I‟m not gonna take it any more …”

**Innovation Stems from Irritation (Re-imagining Results from Rage)

“Dreaming,” necessary,or not?

TP, personal: “dream” =concrete practical

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concrete, practical

imaginings about theopposite of things thatpiss me off (TP “advantages”: low

boiling point, long memory, dogged determination)

Michael Porter: “I‟vebeen thinking …”

“I‟m mad as

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TP: I m mad as

hell, and I‟m not going to take it

anymore”

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F(Anger/Passion)>>>> f(Pushback

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from ThreatenedFat-cats &

Bureau-crats)

PURPOSE.

PASSION.

Potential.

Presence.Personal.

pissed off.

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PEOPLE.

Peculiar.

Potent.Positive.

―You can‘t be a serious

innovator unless and until

you are ready, willing andable to seriously play .

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‗Serious play ‘ is not anoxym oron; it is the essence

of innovation.‖

—Michael Schrage, Serious Play

ERIOU

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PLAY . .

y it. Try it. Scre

p. Try it. Try it. T

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Try it. Try it. T

. Try it. Screw it

Try it. Try it. t .

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FIRE

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― This is so sim ple i t sounds s tupid, bu t i t is amazing

how few oi l people real ly understand that

you only find

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oil if you drill

wells. You may think you‘re finding it

when you‘re drawing maps and

studying logs, but you have to drill.‖

Source: The Hunters, by John Masters, Canadian O & G wildcatter

―Fail .

Forward.

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Fast.‖ High Tech CEO, Pennsylvania

―Fail faster.

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Succeed Sooner.‖ David Kelley/IDEO

―You miss

of the

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100%shots you

never take.‖ —Wayne Gretzky

PURPOSE.

PASSION.

Potential.

Presence.Personal.

pissed off.

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Playful.

PERSISTENCE.PEOPLE.

Peculiar.

Potent.Positive.

―This [adolescent] incident [of getting from point A to point B] is notable

not only because it underlines Grant‘s fearless horsemanship and his

determinat ion, but also i t is the f i rs t know n example of a very impor tant

pecul iar i ty of his character : Grant had anextrem e, almost phobic

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dislike of turning back

and retracing his steps. If heset out for somewhere, he would get there som ehow, whatever the

di f f icu l t ies that lay in his way. This id iosyn crasy wo uld turn out to be onethe factors that made him s uch a formid able general. Grant wou ld always,

a lways p ress o n —turning back was not an option for him.‖ —Michael Korda, Ulysses Grant

Relentless: “One of

my superstitions had always beenwhen I started to go anywhere or

t d thi

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to do anything, not to

turn back , or stop,

until the thing intended was

accomplished.” —Grant

―incredible

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power ofendurance‖ —political

colleague, on Nicolas Sarkozy, repeatedly written off by the public and

the celestial powers of French politics (FT , 0515.07)

Success =

Elizabeth Cady Stanton (1815-1902),

Lucretia Mott, Martha Wright,Mary Ann McClintock, Jane Hunt(07.13.1848/Seneca falls ny)

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+

72 years,1 month,5 days (08.18.1920/nashville tn)

―Success seems to be

largely a matter

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of hanging on after others have

let go.‖ —William Feather, author

-

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lent

252,500

6348

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5,000,0002,500,000

15

PURPOSE.

PASSION.

Potential.

Presence.Personal.

pissed off.

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Playful.

PERSISTENCE.

PEOPLE.Peculiar.

Potent.Positive.

Leaders Understand:

Brand =

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Talent.

―Leaders

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‗do ‘people.Period.‖ —Anon.

―The leaders of Great Groups

love talent and know

where to f ind i t . They

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revel in th e talentof others.‖ —Warren Bennis &


PARC‟s Bob Taylor:

―Connoisseur

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of Talent‖

“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,

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p ,

higher paid managers incharge. He increased profitability from

$25 million to

$80 million in2 years.”

—Ed Michaels, War for Talent

< CAPEX

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> People

A review of Jack and Suzy Welch‘s Winning claims there are buttwo key differentiators that set GE ―culture‖ apart from the herd:

First: Separat ing f in ancial forecast ing and perform ancemeasurement. Perform ance measurement based, as i t us ual ly is, on bud get ing

leads to an epidemic of gaming the system. GE‘s performance measurement is

divorced f rom b udget ing —and instead reflects how you d o relat ive to your past

performance and relative to competitors‘ performance; i.e., it‘s about how youactual ly do in the context of w hat happened in the real wor ld , not as compared to agamed-abstr act plan d eveloped last year.

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Second: Putting HR ona par with finance

and marketing.

Our Mission

To develop and manage talent; to apply that talent,

through out the w orld,

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for the benefit of clients;to do so in partnership;

to do so w ith profit.

WPP

―Leaders

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‗SERVE‘people.

Period.‖ —Anon.

Servant Leadership/Robert Greenleaf

1. Do those served grow aspersons?

2. Do they, while being served,

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become healthier wiser, freer,more autonomous, more likelythemselves to become servants?

“No matter what the situation, [the great manager‟s] first

response is always to thinkabout the individual

concerned and how things

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concerned and how things

can be arranged to help thatindividual experience

success.” —Marcus Buckingham,The One Thing You Need to Know

Cause (worthy of commitment)

Space (room for/encouragement

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for initiative)

Decency (respect, humane)

“The [Union senior] officers rode past theConfederates smugly without any signof recognition except by one. „When

General Grant reached the line of

ragged, filthy, bloody, despairing prisoners strung out on each side ofthe bridge, he lifted his hat and held itover his head until he passed the last

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over his head until he passed the last

man of that living funeral cortege. Hewas the only officer in that whole train

who recognized us as being on theface of the earth.‟*”

*quote within a quote from diary of a Confederate soldier

“Sorry, I‟ve got to go— the

HR people get on me if Idon‟t go do my „shake hands-

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chat up‟ duty” —president, large

division of large company in the _______

industry

“I have always

believed that thepurpose of the

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corporation is to bea blessing to the

employees.” —Boyd Clarke

PURPOSE.PASSION.

Potential.

Presence.

Personal.

pissed off.

Playful.

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PERSISTENCE.PEOPLE.

Peculiar.Potent.

Positive.

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Measure “Strangeness”/Portfolio Quality Staff

ConsultantsVendors

Out-sourcing Partners (#, Quality)Innovation Alliance Partners

CustomersCompetitors (who we “benchmark” against)

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Strategic Initiatives

Product Portfolio (LineEx v. Leap)

IS/IT ProjectsHQ LocationLunch Mates

LanguageBoard

“Diverse groups of problem solvers— groups of people with diverse tools—

consistently outperformed groups of the

best and the brightest. If I formed two groups, one random (and thereforediverse) and one consisting of the bestindividual performers, the first group

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almost always did better. …

Diversity trumped

ability.‖ —Scott Page, The Difference: How

the Power of Diversity Creates Better Groups,

Firms, Schools, and Societies Diversity

The “Hang Out Axiom”: Atits core, every (!!!)

relationship-partnership

decision (employee,vendor, customer, etc)is a strategic decision

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is a strategic decisionabout:

“Innovate,

„Yes‟ or „No‟ ”

Why Do I love Freaks?

(1) Because when Anything Interesting happens … it wasa freak who did it. (Period.)(2) Freaks are fun. (Freaks are also a pain.) (Freaks arenever boring.)

(3) We need freaks. Especially in freaky times. (Hint:These are freaky times, for you & me & the CIA & theArmy & Avon.)(4) A critical mass of freaks-in-our-midst

automatically make us who are not so freaky at least

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automatically make us-who-are-not-so-freaky at leastsomewhat more freaky. (Which is a Good Thing in freakytimes—see immediately above.)(5) Freaks are the only (ONLY) ones who succeed—as in,make it into the history books.

(6) Freaks keep us from falling into ruts. (If we listen tothem.) (We seldom listen to them.) (Which is why mostorganizations are in ruts. Make that chasms.)

“Normal” =

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―o for 800‖

“The Bottleneck Is at

the Top of the Bottle” ―Where are you likely to find people with the least diversity of

experience, the largest in vestment in th e past, and the greatest

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reverence for indu stry d ogma:

At the top ” — Gary Hamel/Harvard Business Review

KeepAustin

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Weird

“Companies like

Motorola need cashto innovate, not just

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to set buybacks inmotion.” —BW, 0409.07

PURPOSE.PASSION.

Potential.

Presence.

Personal.

pissed off.

Playful.

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PERSISTENCE.PEOPLE.

Peculiar.

Potent.Positive.

The greatest danger

for most of us

is not th at our aim istoo high

and w e miss it,

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but that it istoo low

and w e reach it. Michelangelo

Kevin Roberts‟ Credo

1 . Ready . Fire! Aim .

2. If it ain‘t broke ... Break it! 3. Hire crazies.4. Ask dum b quest ions.5. Pursue fai lure.6 Lead fo l low or g et out o f the way!

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6. Lead, fo l low ... or g et out o f the way!7. Spread con fus ion .8. Ditch you r of f ice.9. Read odd stuf f.

10. Avoid moderation

The Re-imagineer‟s Credo … or, Pity the Poor Brown*

Technicolor Times demand …

Technicolor Leaders and Boards who recruit … Technicolor People who are then sent on …

Technicolor Quests to execute … Technicolor (WOW ) Projects in partnership with …

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Technicolor Customers and … Technicolor Suppliers all in pursuit of … Technicolor Goals and Aspirations fit for …

Technicolor Times.

*WSC

"The reasonable man adapts

himself to th e w orld. The

unreasonable o ne persists intrying to adapt the w orld to

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him self. Therefore, all

progress depends upon the

unreasonable man.‖ —GB Shaw,

Man and Superman: The Revolutionists' Handbook.

―Never doubt th at a small

group of comm itted

people can change the

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world. Indeed it isthe only th ing that

ever has.‖ —Margaret Mead

eliot + 7

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―Do one thing

every day

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that scares

you.‖ —Eleanor Roosevelt

“If I had any epitaph that Iwould rather have more than

any other, it would be to saythat I had …disturbed

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the sleep of mygeneration.” —Adlai Stevenson

― In Tom‘s world, it‘s

always better to try aswan d ive and del iver aco lossal bel ly f lop than

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to s tep t im id ly o f f theboard whi le ho ld ing

your nose.‖ —Fast Company /October2003

PURPOSE.PASSION.

Potential.

Presence.

Personal.pissed off.

Playful.

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PERSISTENCE.

PEOPLE.

Peculiar.

Potent.

Positive.

On NELSON: ―[other]

admirals morefrightened of

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losing than

anxious to w in‖

??? Redux: Quiet, humble …

―He was a bully, a

braggart, and a rebelwith a big chip on his

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shoulder. They wouldnever have made it

without him.‖ —Time , 0507.07, on CaptJohn Smith and the 400th anniversary of Jamestown

Quiet, Humble …

Unrelenting ambitionAvid pursuit of wealth

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Charismatic

Source: David Stewart, The Summer of 1787

―Our whole

story is

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growingrevenue.‖

—Vernon Hill (Top-line driven; standardis bottom-line driven by cost cutting)

The Commerce Bank Model

―cost cuttingis a death

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spiral.‖ Source: Fans Not customers. How Commerce Bank

Created a Super-growth Business in a No-growth Industry,Vernon Hill & Bob Andelman

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PURPOSE.PASSION.

Potential.

Presence.

Personal.

pissed off.

Playful.

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PERSISTENCE.PEOPLE.

Peculiar.

Potent.Positive.

―Excellence can be obtained if you:

... care more than others think is wise;

... risk more than others think is safe;

... dream more than others thinkis practical;

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... expect more than others thinkis possible.‖

Source: Anon. (Posted @ tompeters.com by

K.Sriram, November 27, 2006 1:17 AM)

Hire Great People(Resilient, Passionate)

Try a Lot of Stuff(S.A.V./R.F.A.)

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aCCEPT NO LESS THANEXCELLENCE/PURSUE Wow

enjoy It While It Lasts

"Life is not a journey to the grave with the intention ofarriving safely in one pretty

and well preserved piece, butto skid across the line

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broadside, thoroughly usedup, worn out, leaking oil,

shouting „GERONIMO ‟ ”

—Bill McKenna, professional motorcycle racer(Cycle magazine 02.1982)

Ger-on-i-

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mo

―You do not merely want to

be the best of the best. You

w ant to be

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considered theonly ones w ho do

w hat you do.‖—Jerry Garcia

XCELL

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LWAY

EXCELLE

070207_p5_master_web

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