all you need to know* *more or less tom peters/21june2006
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All You Need to Know* *more or less Tom Peters/21June2006. 25. All You Need to Know* *more or less. Slides at … tompeters.com. Astounding Tales. THREE BILLION NEW CAPITALISTS —Clyde Prestowitz. - PowerPoint PPT PresentationTRANSCRIPT
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All You Need to Know*
*more or less
Tom Peters/21June2006
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25
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All You Need to Know*
*more or less
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Slides at …
tompeters.com
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Astounding Tales
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THREE BILLION NEW CAPITALISTS
—Clyde Prestowitz
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“The corporation as we know it, which is now 120
years old, is not likely to survive
the next 25 years. Legally and financially, yes, but not
structurally and economically.” —Peter Drucker
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“This is a dangerous world and it is going to become more
dangerous.”
“We may not be interested in chaos
but chaos is interested in us.”
Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century
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“the metabolically
dominant soldier”
Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau
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ETC.
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Chicagoland’s
Mystery Disappearances …
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“New Economy”!
Sergey + Larry >
Harvard/370
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All You Need to Know*
*more or less
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Cause
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“Create a ‘cause,’ not a ‘business.’’
—Gary Hamel
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“People want to be part of something larger
than themselves. They want to be part of
something they’re really proud of, that they’ll
fight for, sacrifice for , trust.” —Howard Schultz, Starbucks (IBD/09.05)
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“Management has a lot to do with answers. Leadership is a function of
questions. And the first question
for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to
be?’” —Max De Pree, Herman Miller
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Quest
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“I don’t know.”
Source: Karl Weick
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“Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.”“The best thing a leader can do
for a Great Group is to allow its members to discover their
greatness.”
Source: Organizing Genius/Warren Bennis & Patricia Ward Biederman
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Leadership’s Mt Everest
“free to do his or her absolute
best” …
“allow its members to
discover their greatness.”
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“The role of the Director is to create a
space where the actor or actress can become more than they’ve ever been before, more than
they’ve dreamed of being.” —Robert Altman, Oscar
acceptance
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“In the end, management doesn’t
change culture. Management
invites
the workforce itself to change the culture.”
—Lou Gerstner
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“We are a ‘life
Success Company”’
—Dave Linegar, founder, RE/MAX
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Best Story
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“Storytelling
is the core of culture.”
—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell
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Artist
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Leader Job One
Paint Portraits of
Excellence!
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People
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“Leaders
‘do’ people.” —Anon.
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Les Wexner:
From sweaters to
people!
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“Connoisseur of Talent”
Source: Colleague on PARC’s Bob Taylor
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Did We Say “Talent Matters”?
“The top software developers are more productive than
average software developers not by a factor of 10X or 100X,
or even 1,000X,
but
10,000X.”
—Nathan Myhrvold, former Chief Scientist, Microsoft
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“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-
Pacific changed 20 of his 40 box plant managers to put more talented, higher paid
managers in charge. He
increased profitability from $25 million to $80
million in 2 years.” —Ed Michaels, War for Talent
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Brand = Talent.
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Our Mission
To develop and manage talent;
to apply that talent,throughout the world,
for the benefit of clients;to do so in partnership;
to do so with profit.WPP
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People II
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Employees: “Are there enough weird people in the lab
these days?”V. Chmn., pharmaceutical house, to a lab director
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People III
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A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.
Second: Putting HR on a par with finance and marketing.
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DD$21M
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Decency
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“It was much later that I realized Dad’s secret. He
gained respect by giving it. He talked and listened to the
fourth-grade kids in Spring Valley who shined shoes the
same way he talked and listened to a bishop or a
college president. He was seriously interested in who
you were and what you had to say.”
—Sara Lawrence-Lightfoot, Respect
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Amen!
“What creates trust, in the end,
is the leader’s manifest respect
for the followers.”
— Jim O’Toole, Leading Change
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“I have always believed that the
purpose of the corporation is to be
a blessing to the employees.” —Boyd Clarke
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Grace
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Rodale’s on “Grace” …
elegance … charm … loveliness … poetry in motion … kindliness ..
benevolence … benefaction …
compassion … beauty
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“Thank you”
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“The deepest human need is the need to
be appreciated.”—William James
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“The two most powerful things in existence: a kind
word and a thoughtful gesture.”
—Ken Langone
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Say it with …
FLOWERS
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Intangibles
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“Hard is soft. Soft is
hard.”*
*In Search of Excellence
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Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life,
Engagement, Commitment, Great Causes & Determination to Make a
Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.] [Otherwise, why bother?
Just read Dilbert. TP’s final words: CYNICISM STINKS.]
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Intangibles II*(*Bonus)
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Stating the Obvious: THE PROBLEM IS RARELY THE
PROBLEM.
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OFTEN AS NOT/MORE OFTEN
THAN NOT THE UNDERLYING
PROBLEM IS IN FACT NOT MUCH OF
A PROBLEM.
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PERCEPTION IS ALL THERE
IS. PERIOD.*
*From Whole Foods to IBM to the corner deli
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POWER WORDS!
“I’m sorry.”
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Relationships (of all varieties): THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE
CALL WOULD HAVE AVOIDED SETTING OFF
THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.
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Self-management
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“The First step in a ‘dramatic’ ‘organizational
change program’ is obvious—dramatic
personal change!” —RG
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You = Your
Calendar
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“You must be the change you
wish to see in the world.”
Gandhi
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MBWA
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“You can’t lead a cavalry charge if
you think you look funny on a horse.”
—John Peers, President, Logical Machine Corporation
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“The first and greatest imperative of command
is to be present in person. Those who
impose risk must be seen to share it.”
—John Keegan, The Mask of Command
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“A body can pretend to
care, but they can’t pretend
to be there.” — Texas
Bix Bender
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“To change minds effectively, leaders make particular use
of two tools: the stories that they tell
and the lives that they
lead.” —Howard Gardner, Changing Minds
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Curiosity
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“Why?”
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Ears
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“If you don’t listen, you don’t sell
anything.”
—Carolyn Marland/MD/Guardian Group
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Conformity
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“While everything may
be better, it is also
increasingly the same.”—Paul Goldberger on retail, “The Sameness
of Things,” The New York Times
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“Companies have defined so much
‘best practice’ that they are now more or less identical.” —
Jesper Kunde, Unique Now ... or Never
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“To grow, companies need to break out of a
vicious cycle of competitive
benchmarking and imitation.” —W. Chan Kim & René Mauborgne,
“Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03
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“The short road to ruin is to emulate the
methods of your adversary.” — Winston
Churchill
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Conformity II
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“The Bottleneck is at the Top of the Bottle”“Where are you likely to find people with the least diversity of
experience, the largest investment in the past, and the greatest reverence for industry dogma?
At the top!”
— Gary Hamel/“Strategy or Revolution”/Harvard Business Review
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Action
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“Ninety percent of what we call
‘management’ consists of making it difficult for people to get things done.” – Peter
Drucker
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“We have a ‘strategic’ plan. It’s
called doing things.”
— Herb Kelleher
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“Execution is the job of
the business leader.” —Larry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
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Action/Bedrock
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“Realism is the heart of execution.”
—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done
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“GE has set a standard of candor.
… There is no puffery. … There isn’t an ounce of denial in the place.” —Kevin Sharer, CEO
Amgen, on the “GE mystique” (Fortune)
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Try ItTry ItTry It
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“This is so simple it sounds stupid, but it is amazing how few oil people really
understand that you only find oil if you drill wells. You may
think you’re finding it when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter (80%)
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“We made mistakes. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it
over and over, again and again. We do the same today: While our competitors are still
sucking their thumbs trying to make the design perfect, we’re already on prototype
version No. 5. By the time our rivals are ready with wires and screws, we are on
version No. 10. It gets back to planning versus acting: We
act from day one; others plan how to plan—for months.”
—Bloomberg by Bloomberg
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Culture of Prototyping
“Effective prototyping may
be the most valuable core competence an
innovative organization can hope to have.”
Michael Schrage
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Try It/Logic of
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“We are in a brawl with no rules.” —Paul
Allaire
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S.A.V.
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Screw Around Vigorously
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Screw It Up
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“Fail faster. Succeed sooner.”
David Kelley/IDEO
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“Fail. Forward.
Fast.”
–High-tech Exec/PA
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“FAIL, FAIL AGAIN. FAIL BETTER.”
—Samuel Beckett
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“Reward excellent failures.
Punish mediocre
successes.”Phil Daniels, Sydney exec
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Read This!
Richard Farson & Ralph Keyes:
Whoever Makes the Most Mistakes Wins: The Paradox
of Innovation
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Sam’s Secret
#1!
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“Tom, very simple. Sam was
not afraid to fail.” —David Glass to TP, on the occasion of
Sam’s induction into The Sales & Marketing Hall of Fame
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4/40
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De-cent-ral-iz-a-tion!
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Ex-e-cu-
tion!
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Ac-count-a-bil-ity!
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6:15A.M.
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Dramatic Difference
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Point of View!/Point of Dramatic Difference!
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7X. 730A-800P. F12A.*
*’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
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“It’s simple, really, Tom. Hire for s,
and, above all, promote for s.”
—Starbucks middle manager/field
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“[Immelt] is now identifying technologies with which GE
will … systematically set out to build
entirely new industries” —Strategy+Business, Fall
2005
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The “Small Guys” Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)
*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)
*“Dramatically Different” (La Difference ... within our community, our
industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)
*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)
*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)
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Donnelly’s Weatherstrip
Service
Weymouth MA
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Great Companies … SET THE
AGENDA.*
(Period.)
* “disturb the sleep of …
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AGENDA SETTERS: “Set the Table”/ Pioneers/ Questors/ Adventurers
US Steel … Ford … Toyota … Sears … GM … ITT … The Gap … Limited …
Wal*Mart … Tesco … P&G … 3M … Intel … IBM … Apple … Nokia …
Cisco … Dell … MCI … Sun … Microsoft … Google … Enron …
Schwab … GE … Laker … Southwest … People Express … Ogilvy … Virgin
… eBay … Amazon … Sony … Amgen … BMW … CNN … Nike
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“But what if [former head of strategic planning at Royal Dutch Shell] Arie De Geus is wrong in suggesting, in The
Living Company, that firms should aspire to live forever? Greatness is fleeting and, for corporations, it
will become ever more fleeting. The ultimate aim of a business organization, an artist, an athlete or a stockbroker may be to explode in a dramatic frenzy of value creation during a
short space of time, rather than to live forever.” —Kjell Nordström and Jonas Ridderstråle, Funky Business
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Create
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“A focus on cost-cutting and efficiency has helped many organizations weather the
downturn, but this approach will
ultimately render them obsolete. Only the constant
pursuit of innovation can ensure long-term success.”
—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)
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“Acquisitions are about buying market
share. Our challenge is to create markets.
There is a big difference.” —Peter Job, CEO, Reuters
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Revenue
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“Analysts … preferred cost cutting, as long as they could see two or three years of EPS growth. I preached revenue and the analysts’ eyes would glaze
over. Now revenue is ‘in’ because so many got caught, and
earnings went to hell. They said, ‘Oh my gosh, you need revenues to
grow earnings over time.’
Well, Duh!” —Dick Kovacevich, Wells
Fargo
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CRO*
*Chief Revenue Officer
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Top Line, Anyone?
Point (Advertising Age), to Phil Kotler: “Who should the CMO [Chief Marketing Officer] report to?”
Kotler: “Maybe a Chief Revenue Officer—the cost side has been squeezed, now companies have to focus
on top-line growth—or maybe a Chief Customer Officer. (TP: Or maybe both!)
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SellSellSell
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. “Everyone lives by selling
something.”
– Robert Louis Stevenson
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SellSellSell
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“TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the
details? Who finds it easier to meet new people? Who asks more questions in a
conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who
has better intuition? Who works with a longer ‘to do’ list? Who enjoys a recap to the day’s events? Who is better at keeping in touch
with others?”
Source: Selling Is a Woman’s Game: 15 POWERFUL REASONS WHY WOMEN CAN OUTSELL MEN, Nicki Joy & Susan Kane-Benson
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Bonus:
TP.27 … on Selling
(Short) (Personal)
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Out-prepare!! (huge time commitment!)Learn the “culture”Practice!Care-EmpathyListen-Empathetic listening (SC)“Listen”-Body languageK.I.S.S. (1-page summary. 1 = 1.)Enthusiasm-ENERGY-“Authenticity”!!OBVIOUS belief in productSelling: Solution-Success-Experience-Dream come true-Love-Dramatic DifferenceSelling: Better STORY! (“Best story wins”)Selling: Yourself! (Brand you)“Obvious” Wow!No exaggeration!Spell out commitments!SIMPLE timelineSell “inside”-First! Thorough!Relationships-“Way down”!!Time!!!! (Eg, build trust)Ooze integrityIntroduce to rest of team, esp “mechanics”SBWA (5K for 5M)Remember: Close!Gotta-make-a-profit (be ready to walk away!)“Good loss”Don’t dis competitors!!Make her-him-target SUCCESSFUL (in a personal way)
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“It’s always showtime.”
—David D’Alessandro, Career Warfare
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Women BuyWomen Lead
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“Women are the
majority market”
—Fara Warner/The Power of the Purse
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1. Men and women are different.2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.
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10. Women’s Market =
Opportunity No. 1.
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The Perfect Answer
Jill and Jack buy slacks in black…
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“AS LEADERS, WOMEN
RULE: New Studies find that
female managers outshine their male counterparts in almost every measure”
Title, Special Report/BusinessWeek
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10.6
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“To be a leader in consumer
products, it’s critical to have
leaders who represent the population we
serve.” —Steve Reinemund/PepsiCo
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????????
6/44
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“Forget China, India and the
Internet: Economic Growth Is Driven
by Women.” —Headline, Economist,
April 15, 2006, Leader, page 14
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Boomers Buy
Geezers Buy
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2000-2010 Stats
18-44: -1%
55+: +21%(55-64: +47% )
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44-65: “New Customer Majority” *
*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder
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Value-added
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$55B
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And the “M” Stands for … ?
Gerstner’s IBM: “Systems Integrator of choice.”/BW
(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )
IBM Global Services* (*Integrated Systems
Services Corp.): $55B
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And …
MasterCard Advisors
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Value-added II
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“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way
of saying that … you’ve become
irrelevant to your customers.”
—John Battelle/Point/Advertising Age/07.05
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Answer: Professional Service Firm/PSF!
Department Head
to …
Managing
Partner, IS [HR, R&D, etc.] Inc.
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“Game-changing Solutions”: Core Mechanism
PSF (Professional Service Firm “model”)
+
Wow Projects (“Different” vs “Better”)
+
Brand You(“Distinct” or “Extinct”)
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Answer:
PSF
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Experience
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Experience: “Rebel Lifestyle!”
“What we sell is the ability for a 43-year-old accountant to dress in
black leather, ride through small towns and have people be afraid
of him.” —Harley exec, quoted in Results-Based Leadership
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$798
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$415/SqFt$798/SqFt
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Q: “Why did you buy Jordan’s Furniture?”
A: “Jordan’s is
spectacular. It’s all showmanship.
Source: Warren Buffet interview/Boston Sunday Globe
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CXO**Chief eXperience Officer
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Love
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Kevin Roberts:
Lovemarks!
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Top 10 “Tattoo Brands”*
Harley .… 18.9%Disney .... 14.8
Coke …. 7.7Google .... 6.6Pepsi .... 6.1Rolex …. 5.6Nike …. 4.6
Adidas …. 3.1Absolut …. 2.6
Nintendo …. 1.5
*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom
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“We don’t have a good language to talk about this kind of thing. In
most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning
of design. Design is the fundamental soul of a man-made creation.”
Steve Jobs
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Focus
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“Dennis, you need a ‘To-don’t ’
List !”
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“I used to have a rule for myself that at any point in time I
wanted to have in mind — as it so happens, also in writing, on a little card I carried around with me — the three big things I was
trying to get done.
Three. Not two.
Not four. Not five. Not ten. Three.”
— Richard Haass, The Power to Persuade
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“We will not, I repeat not,
pretend to be ‘all things to all people.’” —CEO, Investec (03.06)
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K.I.S.S.
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450/8
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Danger: S.I.O.
(Strategic Initiative Overload)
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“I wanted GE to operate with the speed,
informality, and open communication of a corner store. Corner stores often have strategy right. With their limited resources,
they have to rely on laser-like focus on doing one
thing very well.” —Jack
Welch/Fortune/04.05
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Relentless
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“This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines
Grant’s fearless horsemanship and his determination, but also it is the first known example of a very
important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his
steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his
way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on—turning back was not an
option for him.” —Michael Korda, Ulysses Grant
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“It is no use saying ‘We are doing our best.’ You have got to succeed in doing
what is necessary.” —WSC
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Change
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“If you don’t like change, you’re going to like
irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S.
Army
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“We eat change for breakfast!
—Harry Quadracci, QuadGraphics
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“I’m not comfortable
unless I’m uncomfortable.
”—Jay Chiat
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“The most successful people are those who are good at
‘plan B.’” —James Yorke,
mathematician, on chaos theory in The New Scientist
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Change II
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We become who we hang
out with!
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Measure “Strangeness”/Portfolio Quality
StaffConsultants
VendorsOut-sourcing Partners (#, Quality)
Innovation Alliance PartnersCustomers
Competitors (who we “benchmark” against)
Strategic Initiatives Product Portfolio (LineEx v. Leap)
IS/IT ProjectsHQ LocationLunch Mates
LanguageBoard
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“Don’t benchmark, futuremark!
” Impetus: “The future is already here; it’s just
not evenly distributed” —William Gibson
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Forget
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Forget>“Learn”
“The problem is never how to get new,
innovative thoughts into your mind, but how to get the old ones out.”
Dee Hock
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“Forgetting strategy”?
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BigChange
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No Wiggle Room!
“Incrementalism
is innovation’s worst enemy.”
Nicholas Negroponte
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“Beware of the tyranny of making Small
Changes to Small Things.
Rather, make Big Changes to
Big Things.” —Roger
Enrico, former Chairman, PepsiCo
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Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change*Change is motivated by fear*The facts will set us free
*Small, gradual changes are always easier to make and sustain*We can’t change because our brains become “hardwired” early in life
Source: Fast Company/05.2005
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BigBiggerBiggest??????
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“I don’t believe in
economies of scale. You don’t get better by being bigger. You get worse.” —
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%;
J.P. Morgan Chase, 0.9%)
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“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were
alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the
market by 20%; just 2 (2%), GE &
Kodak, outperformed the market 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from
1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market
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“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The
answer seems obvious: Buy a very large one and just wait.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
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New Economy?!
Genentech09, Amgen09
> Merck09 (70K-3/394B-5)
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Agressive
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Nelson’s secret: “[Other] admirals more frightened of losing than
anxious to win”
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Speed
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“We don’t sell
insurance anymore.
We sell speed.”
Peter Lewis, Progressive
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Tempo
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He who has the quickest
O.O.D.A. Loops* wins!
*Observe. Orient. Decide. Act. / Col. John Boyd
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Kevin & Richard
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Kevin Roberts’ Credo
1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.
10. Avoid moderation!
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Sir Richard’s Rules:
Follow your passions.Keep it simple.
Get the best people to help you.Re-create yourself.
Play.
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Passion & Enthusiasm
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“Nothing is so contagious
as enthusiasm.”
—Samuel Taylor Coleridge
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“I am a dispenser of
enthusiasm.” —Ben Zander
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Enthusiasm … the
ultimate virus
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“A man without a smiling face
must not open a shop.” —Chinese Proverb*
*Courtesy Tom Morris, The Art of Achievement
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Passion & Enthusiasm II
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“Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their
tears, your own must flow. To convince them,
you must yourself believe.” —Winston Churchill
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Hustle
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“Most important,
he upped the energy level
at Motorola.”
—Fortune on Ed Zander/08.05
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Sunny
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“A leader is a dealer in
hope.”Napoleon
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Sunny II
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“Ronald Reagan radiated an
almost transcendent
happiness.” —Lou Cannon
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Aim High
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The greatest dangerfor most of us
is not that our aim istoo high
and we miss it,but that it is
too lowand we reach it.
Michelangelo
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Dream
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“the wildest chimera of a moonstruck mind” —The Federalist on TJ’s
Louisiana Purchase
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“Tell me, what is it you plan to
do with your one wild and
precious life?” —Mary Oliver
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No Limits
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“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.”
— Jack Welch
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“You do not merely want to
be the best of the best. You want to be considered the
only ones who do what
you do.” —Jerry Garcia
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Stay Hungry. Stay Foolish.
Steve Jobs
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HTSH: Engage!*
Commit! Engage! Try! Fail! Get up! Try again! Fail again! Try again! But never,
ever stop moving on! Progress for humanity is engendered by those who join and savor the fray by giving one
hundred percent of themselves to their dreams! Not by those timid souls who
remain glued to the sidelines, stifled by tradition, and fearful of losing face or
giving offense to the reigning authorities.
Key words: Commit! Engage! Try! Fail! Persist!
*HTST/Hands That Shape Humanity, Tom Peters’ contribution to a Bishop Tutu Foundation travelling exhibit
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!