The Challenge: To Create More Value in All Negotiations

The Challenge: To Create More Value in All Negotiations

LONG/482 Tom Peters EXCELLENCE. ALWAYS. MassMutual/Leaders Conference 2006 Washington/29July Slides* at

tompeters.com *also final and long #1 2 The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of ragged, filthy, bloody, despairing

prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.* *quote within a quote from diary of a Confederate soldier The

Irreducible209+ A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, What, if anything, he asked, do you believe for sure? Gary Hamel, Jim Collins, etc. Finally, hed had enough.

I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of the irreducibles occurred to meand I started jotting down notes on stuff I do indeed believe for sure. Before I knew it, a few days later, the list had grown to 209 items. Hence The Irreducible209 that follows. Tom Peters

The Irreducible209+/ Sales122 EXCELLENCE. THE BASICS. This is not about customer centrism

integrated marketing etc. etc. etc. It is about It is about sellin a whole lotta stuff and having customers go bananas with love to the point that

they tell every damn friend they have and then start buttonholing strangers on trains and planes and busses. The Age of Yikes!

THREE BILLION NEW CAPITALISTS Clyde Prestowitz no job that is Americas God-given right

Deutsche Bank Moves Half of Its Back-office Jobs to India/ (500 of 900 Research) headline/FT/0327

EXCELLENCE. THE GENERALS STORY. (AND THE ADMIRALS) If you dont like change, youre going to like irrelevance even less.

General Eric Shinseki, Chief of Staff. U. S. Army Nelsons secret: [Other] admirals more frightened of losing than

anxious EXCELLENCE. THE MANDATE. It is not the strongest of the species that survives, nor the most intelligent,

but the one most responsive to change. Charles Darwin The most successful people are those who

are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist EXCELLENCE. STARTERS. Radio City Music Hall September 2005

Franchise Lost! TP: How many of you [600]

really crave a new Chevy? P.P.E.E.R.R.E. People. Product. Execution.

Enthusiasm. Relentless. Re-invent. Excellence. People. Product. Execution. Enthusiasm.

Relentless. Re-invent. Excellence. EXCELLENCE. THE WORD. Synonyms Purity

Transcendence Virtue Elegance Majesty Antonyms Mediocrity EXCELLENCE. GAMECHANGER.

Excellence1982: The Bedrock Eight Basics 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting

7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties ExIn*: 1982-2002/Forbes.com DJIA: $10,000 yields $85,000 EI: $10,000 yields $140,050 *Forbes/Excellence Index /Basket of 32 publicly traded stocks

Them-Us Tom Peters/0624.2006 Them Strategy Planning Marketing Markets Customers

Micro-segmentation Cost minimization Synergy/Efficiencies Strategic supplier Process Effectiveness Men Leadership Standardization Big clients

Prestigious Board Us EXECUTION Action Selling/Sales Customers Clients Big Stuff (Women, Boomers)

Revenue maximization Decentralization Pioneering supplier Project Excellence Women Management + Leadership Exceptionalism (53 = 53) COOL clients INTERESTING Board

Them Big Growth by merger Buy market share Efficient, streamlined department Certainty-predictability Fearful of losing Plan

Careful evaluation Revised plan People/Employees Effective HR department Benchmark against the Us Mid-size Organic growth Create NEW markets

Value-creating PSF Ambiguity-opportunity Aggressive pursuit of winning Prototype Another prototype Another prototype Talent Rockin Talent Development Center

of Excellence Benchmark against the Them Benchmark Orderly career progression Head IQ Professional Stoic, humble leaders

Hire for Resume Measured-thoughtful approach Teamwork comes first billing Listen to customers Customer involvement Us Futuremark

Up or Out (PDQ) Heart EQ Passionate Noisy, emotional characters in charge Hire for intangibles Relentless, pig-headed determination Teamwork and disruptive

individuals equal Lead customers Intimate-Seamless customer inter-twining Them MBM (Management by memo) MBA Shareholder Value

comes first Work smart Built to last Reward successes Us MBWA MFA Great people-product rule Work hard

Built to Rock the World Reward (EXCELLENT) failures Design 1T Innovation 1T Jaw-dropping Experience Quality first! Quality first High-quality

transaction CVs demo consistent CVs feature Magic Moments performance Good grades Cool stuff Operational excellence World-rocking Them Brand

Best analysis wins Beyond politics Outsource Motivate Motivate Measured language Product-Service Pastel Better

Mission success Very good Us Lovemark Best STORY wins Politics-is-life, the rest is details Bestsource Send on QUESTS

Invite HOT language Gamechanging SOLUTION, Thrilling EXPERIENCE, DREAM come true, LOVEMARK Technicolor Different Mission EXCELLENCE EXCELLENCE. ALWAYS.

good words. Bad words. Words that may NOT be used in my presence: Motivate Market

Words that may NOT be used in my presence: Motivate Market MBA Plan (mostly) Worker Job Task Exceeds expectations HR Employee evaluation Man (mostly)

Shareholder Value Words that MAY be used in my presence: Invite (v. Motivate) Sell (v. Market) People (wed like to serve) (v. Market segment) Client (v. Customer) OJT/MFA (v. MBA) Act/ Execute (v. Plan) Talent (v. Worker) Quest/Adventure-in-EXCELLENCE (v. Job) Wow Project (v. Task) Rockin (profit-makin)

PSF (v. Department) Theater (v. Office) Breathtaking Experience (v. Transaction that Exceeds expectations) Talent Fanatics Inc (v. HR) Brand You adventure (v Career development) Annual Report development session (v. Employee evaluation) Woman (v. Man) Words that MAY be used in my presence: Wow! (v. Nice) Bloody-minded

(v. Committed) Thank you! (v. ____) Attack/Innovate (v. defend/Entrench) Great stuff. Great people. Do it fanatics. (v. shareholder value) EXCELLENCE. ALWAYS. (v. Good work)

(v. shareholder value) Radically Thrilling Language! Radically Thrilling. BMW Z4 (ad) EXCELLENCE. ALWAYS.

Why in the world did you go to Siberia? The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth.

Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow. An emotional, vital, innovative, joyful,

creative, entrepreneurial endeavor that elicits maximum concerted human potential in the wholehearted service of others.*** Business* ** (*at its best): **Excellence. Always.

The Ultimate Creative Endeavor. Business: The Ultimate Personal

DevelopmentGrowth Experience. Business: The Ultimate Transcendent Service Opportunity. Business:

EXCELLENCE. YOU & ME. Work on me first. Kerry Patterson,

Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations In Toms world, its always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.

Fast Company /October2003 This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one the being a force of Nature instead of a feverish, selfish little clod of

ailments and grievances complaining that the world will not devote itself to making you happy. GB Shaw/Man and Superman Life is not a journey to the grave with the intention of arriving safely

in a pretty and wellpreserved bodybut rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, Wow, what a ride! anon. EXCELLENCE. INNOVATE.

OR. DIE. Sluggish + Obese + Unimaginative + More Sluggish + More Obese + More Unimaginative + Even More Sluggish + Even More Obese + Even More Unimaginative = Nissan + Renault + GM = Innovative

Challenger for Toyota???? 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 Buy a very large one and just wait.

answer seems obvious: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics More than $$$$ #1 R&D spending, last 25 years?

GM Market Share, Anyone? 240 industries: Marketshare leader is ROA leader 29% of the time Profit /ROA leaders: aggressively weed

out customers who generate low returns Source: Donald V. Potter, Wall Street Journal What We Know For Sure About Innovation Big mergers [by & large] dont work Scale is over-rated Strategic planning is the last refuge of scoundrels Focus groups are counter-productive Built to last is a chimera (stupid)

Success kills Forgetting is impossible Re-imagine is a charming idea Orderly innovation process is an oxymoronic phrase (= Believed only by morons with ox-like brains) Tipping points are easy to identify long after they will do you any good Facts arent All information making it to the top is filtered to the point of danger and hilarity

Success stories are the illusions of egomaniacs (and gurus) If you believe the memoirs of CEOs you should be institutionalized Herd behavior (XYZ is hot) is ubiquitous and amusing Top teams are Dittoheads CEOs have little effect on performance Expert prediction is rarely better than rolling the dice EXCELLENCE. WANTING.

This is not a mature category. This is an undisti nguishe

d EXCELLENCE. DRAMATIC. DIFFERENCE. DOABLE. $79 8

$415/SqFt/Wal*Mart $798/SqFt/Whole Foods 7X. 730A800P. F12A.* *93-03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

Its simple, really, Tom. Hire for s, and, above all, promote for s. Starbucks middle manager/field #1/10 0 Best Companies to

Wegmans EXCELLENCE. #1T. Donnellys Weatherstrip Service

Weymouth MA EXCELLENCE. #1T. Cirque du Soleil! And the Winner is

1. Audacity of Vision 2. Innovation/R&D/Design 3. Talent Acquisition & Development 4. Resultant Experience 5. Strategic Alliances 6. Operations 7. Financial Management 8. Overall/Sustaining Excellence

9. Wow! 10. Lovemark! Tattoo Brand: What % of users would tattoo the brand name on their body? Top 10 Tattoo Brands* Harley . 18.9%

Disney .... 14.8 Coke . 7.7 Google .... 6.6 Pepsi .... 6.1 Rolex . 5.6 Nike . 4.6 Adidas . 3.1 Absolut . 2.6 Nintendo . 1.5 *BRANDsense: Build Powerful Brands through Touch,

Taste, Smell, Sight, and Sound, Martin Lindstrom Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms

Mediocrity A man without a smiling face must not open a shop. Chinese Proverb EXCELLENCE. NO EXCUSES.

Summary: WallopWal*Mart1 6* *Or: Why its so absurdly easy to beat a GIANT Company The Small Guys Guide: Wallop Wal*Mart16

*Niche-aimed. (Never, ever all things for all people, a miniWal*Mart.) *Never attack the monsters head niche business and lukewarm customers.) on! (Instead steal *Dramatically Different (La Difference ... within our

community, our industry regionally, etc is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) *Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)

*Emotional bond with Clients, BIGGIES ON EMOTION/CONNECTION!!) Vendors. (BEAT THE The Small Guys Guide: Wallop Wal*Mart16 *Hands-on, emotional leadership. (We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives

via Consistently Incredible Experiences!) *A community star! (Sell local-ness per se. Sell the hell out of it!) *An incredible experience, from the first to last momentand then in the followup! (These guys are cool! They get me! They love me!) *DESIGN DRIVEN! (Design is a premier weapon-in-pursuit-of-the sublime for small-ish

enterprises, including the professional services.) The Small Guys Guide: Wallop Wal*Mart16 *Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!) *Sophisticated use of information

technology. (Small-ish is no excuse for small aims/execution in IS/IT!) *Web-power! (The Web can make very small very big if the product-service is super-cool and one purposefully masters buzz/viral marketing.) *Innovative! (Must keep renewing and expanding and revising and re-imagining the promise to employees, the customer, the community.)

The Small Guys Guide: Wallop Wal*Mart16 *Brand-Lovemark* (*Kevin Roberts) Maniacs! (Branding is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche lovemark.) *Focus on How stupid.) women-as-clients. (Most dont.

*Excellence! (A small player per me has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the rightone damn day and client experience at a time! to beat the Big Guys in your chosen niche!) What Ive Learned about

Small Business Tom Peters Passion for PRODUCT. OBSESSION With Product. LOVE The Product. Aim To Be ONLY ONES WHO DO WHAT WE DO. Keep ADDIN Stuff. Invest UNWISELY in R&D.

Reside Permanently In The DISCOMFORT Zone. Unhealthy PARANOIA Is A Good Thing. Add Clients That PUSH-PULL. SELL. SELL. SELL. SELL. Go For Broke: CUSTOMER CONTACT PEOPLE. PERFECTION: Customer Contact People. Hire for ATTITUDE. INVITE On An Adventure. GREAT CFO/Biz Guy-Gal. NASTY CFO/Biz Guy-Gal.

QUADRANGULAR LEADERSHIP: Visionary-Talent Fanatic-Project Manager-I.P.M. (I.P.M. = Inspired Profit Mechanic) More @ Moore GREAT Logo. DESIGN! OVERDO Marketing Materials.

WOMEN Roar. WOMEN Rule. WOMEN Buy. Diversity = $$$$$$ Be RELENTLESS. Cut And RUN. Product Includes-Features the PACKAGING. Define Your DRAMATIC DIFFERENCE (R.P.O.V.8) Best STORY Wins. DRESS For Success. First Goal: AMUSE Yourself. Know YOURSELF. DONT Do Stuff You Hate.

Over-invest In RELATIONSHIPS. (R.O.I.R.: Return On Investment in Relationships) SYSTEMATICALLY Manage Relationships. Work The SUPPORT PEOPLE In Client Orgs. BLOG As If Your Life Depended On It. SOPHISTICATED Use Of Infotech. RESPONSE To Problems. Make Em PAY.

CLOSE The Sale. Invest BIGTIME In PR. Media FRIENDLY. Live-To-SCHMOOZE. Fun/Laughter = $$$$ MBWA: Stay In Touch. You Must Be The Change You Wish To See In The World/GANDHI 5K For 5M. Your CALENDAR Never Lies.

OUT: Pastels. IN: Technicolor JUST SAY NO TO C.E.O.: CIO/Chief Innovation Officer. CSO/Chief Sales Officer. CWO/Chief Wow Officer EXCELLENCE Is Very Cool. MICRO-MANAGE Your Reputation. Wear Your Integrity On Your SLEEVE. KEEP Your Promises.

EXECUTION!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! A Man Without A Smiling Face MUST NOT Open His Shop. RECOGNITION! Work HARD, Not Smart. Insanely Great. THE STANDARD. Tom/2006/Q97-Q100 Study more. Renew more.

Tailor more. Offer more. Listen more. Market more. Practice more. Challenge more. Socialize more. Smile more. Follow-up more. Plan execution more.

Cost control more. A man without a smiling face must not open a shop. Chinese Proverb Its always

showtime. EXCELLENCE. PITIFUL. Idiot is too kind a word.

Thats a very diverse* team. Patrick Cescau, CEO, Unilever** *1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are Indians. (Source: FT/24-25 June.) **Approximately 85% of Unilevers products are purchased by women.

Thats a VERY diverse team. Patrick Cescau, CEO, Unilever* ** *1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are Indians. (Source: FT/24-25 June.) **Approximately 85% of Unilevers products

are purchased by women. 85% vs. 7% (1 of 14) Thats a

VERY sick man. Tom Peters EXCELLENCE. PITIFUL. 6/4 &

EXCELLENCE. FOUND. To be a leader in consumer products, its critical to have leaders who represent the

population we serve. Steve Reinemund/PepsiCo EXCELLENCE. AARGH. 2005 Good Thinking,

Guys! Kodak Sharpens Digital Focus On Its Best Customers: Women EXCELLENCE. OPPORTUNITY. Women

are the majority market USA/F.Stats: Short n (Very) Sweet >50% of stock ownership, $13T total wealth (2X in 15 years) >$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg) 57% BA degrees (2002); = ed & social strata, no wage gap

60% Internet users; >50% primary users of electronic equipment >50% biz trips WimBiz: Employees > F500; 10M+: 33% all US Biz Pay from 62% in 1980 to 80% today; equal if education, social status, etc are equal 60% work; 46M (divorced, widowed, never married) Source: Fara Warner, The Power of the Purse The Perfect Answer

Jill and Jack buy slacks in black 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. Womens Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Womens Market = Opportunity No. 1. Women dont buy They join them.

brands. EVEolution 2.6 vs. 21

10. Womens Market = Opportunity Fara Warner Read. This.

Book. Damn it. Cases! McDonalds (mom-centered to majority consumer; not via kids) Home Depot (Do it [everything!] Herself)

P&G (more than house cleaner) DeBeers (right-hand rings/$4B) AXA Financial Kodak (women = emotional centers of the household) Nike (> jock endorsements; new def sports; majority consumer) Avon Bratz (young girls want friends, not a blond stereotype) Source: Fara Warner/The Power of the Purse

Faith, Lys, Marti, Fara Targeting the New Professional Woman: How to Market and Sell to Todays 57 Million Working Women. Gerry Myers

EXCELLENCE. OPPORTUNITY. 10.6 EXCELLENCE. OPPORTUNITY. Add It Up!

Doing it right (Men buy things that other men will buy for women. I buy things that women want.successful jeweler/F) Greater workforce/global participation rate (bigger contributor to GDP growth than technology, China, India) Higher wages (more seniority, promotionseven if not to CEO)

Women-owned businesses (answer to the Glass Ceiling) EXCELLENCE. OPPORTUNITY. 2000-2010 Stats 18-44: -1%

55+: +21% (55-64: +47% ) 44-65: New Customer Majority * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder The New Customer

Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies. David Wolfe & Robert Snyder, Ageless Marketing

Baby-boomer Women: The Sweetest of Sweet Spots for Marketers David Wolfe and Robert Snyder, Ageless Marketing

WOMAN of the Year: Shes the most powerful consumer in America. And as she starts to turn sixty this month, the affluent baby boomer is doing what shes always doneredefining herself. Joan Hamilton, Town & Country, JAN06 Sixty Is

the New Thirty Cover/AARP/11.03 EXCELLENCE. OPPORTUNITY. Women. Women business owners. Boomers-Geezers.

Single-adults (Urban) Fastest growing demographic: Single-person Households (>50% in London, Stockholm, etc) Source: Richard Scase % of homes purchased by

single women: 1981, 10%; 2005, 20% % of homes purchased by single men: 1981, 10%; 2005, 9% Source: USA Today/02.15.06 EXCELLENCE. OPPORTUNITY.

Women. Women business owners. Boomers-Geezers. Single-adults (Urban) The Irreducible20 9 73.

74. 75. 76. Exercise. Paint. (Leader. Portraits of Excellence.) Best story wins. You must be the change you wish to see in the world. 77. Two big ones. Max. (Priorities.)

78. No I in Team. (I in Win.) 79. I in Win. (No I in Team.) Different 1, Better 0. 80. (Better = 0.1) 81. Imitation = Mistake. (Learn, from who?)

82. Choose/battle the right competitor. 83. Schools. Creativity. Entrepreneurship. (Not.) 84. MBAs. Creativity. Entrepreneurship. Leadership. (Not.) 85. Design. Under-rated. Wildly. (Still.) (Everything.) EXCELLENCE. VALUE ADDED.

$55 B MasterCard Advisors I. LAN Installation Co. II. Geek Squad.

(3%) (30%.) III. Acquired by BestBuy. IV. Flagship of BestBuy Wholesale Solutions Strategy Makeover. EXCELLENCE.

NO OPTION. Disintermediation is overrated. Those who fear disintermediation should in fact be afraid of irrelevancedisintermediation is just another way youve become irrelevant to your

customers. of saying that Department Head to Managing Partner, IS [HR, R&D, etc.] Inc.

Answer: PSF 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)

The PSF35: Thirty-Five Professional Service Firm Marks of Excellence The PSF35: The Work & The Legacy

1. CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: If you cant explain your position in eight words or less, you dont have a positionSeth Godin) 2. DRAMATIC DIFFERENCE (We are the only ones who do what we doJerry Garcia) 3. Stretch Is Routine (Never bite off less than you can chewanon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling

Best TeamFast) 5. Playful Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Small Uneconomic Clients with Big Aims 7. Life Is Too Short to Work with Jerks (Fire lousy clients) 8. OBSESSED WITH LEGACY (Practice Group and Individual: Dent the UniverseSteve Jobs) 9. Fire-on-the-spot Anyone Who Says, Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a commodity 10. Consistent with #9 above DO NOT SHY AWAY FROM THE

WORD (IDEA) RADICAL Point of R.POV8* *Remarkable Point Of View/8 Words or less/If you cant state your position in eight words or less you dont have a position.SG

The PSF35: The People & The Leadership 18. TALENT FANATICS (Best-Coolest place to work) (PERIOD) 19. EYE FOR THE PECULIAR (Hiring: Go beyond same old, same old) 20. Early Opportunities (vs. Wait your turn) 21. Up or Out (Based on Legacy/Mentoring as much as Billings/Rainmaking) 22. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?) 23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO

DAY #R [R = Retirement] 24. Office/Practice Leaders Evaluated Primarily on Mentoring-Team Building Skills 25. A PROPRIETARY TALENT DEVELOPMENT PROCESS (GE) 26. Team Leadership Skills Valued Early 27. Partner with B.I.W. [Best In World] Outsiders as Needed and to Infuse Different Views The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My life is

my messageGandhi) 29. Excellence+ in EXECUTION 100.00% of the Time (No such thing as a small sins/World Series Ring to the Batboy!) 30. Drop everything/Swarm to Support a Harried-On The Verge Team 31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR CIRQUE DU SOLEIL 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS)

33. Web (Technology) Obsession 34. BRAND/LOVEMARK MANIACS (Organize Around a Point of View Worth BROADCASTING: You must be the change you wish to see in the worldGandhi) 35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as much a place at the Head Table in a PSF as in a widgets factory: You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringeJack Welch)

The PSF35: The Firm & The Brand 28. EAT-SLEEP-BREATHE-OOZE is my messageGandhi) INTEGRITY (My life 29. Excellence+ in EXECUTION 100.00% of the Time 30. Drop everything/Swarm to Support a Harried-On The Verge Team 31. SPEND

ON R&D LIKE A TECH FIRM. 32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS) 33. BRAND MANIACS (Organize Around a Point of View Worth BROADCASTING)

34. PASSION! 35. ENTHUSIASM! EXCELLENCE. ALWAYS. EXCELLENCE. UP THE LADDER.

The Value-added Ladder/Stuff n Things Goods Raw Materials The Value-added Ladder/Stuff & Transactions Services Goods Raw Materials

The Value-added Ladder/Opportunity-seeking Gamechanging Solutions Services Goods Raw Materials Answer:

PSF The Irreducible20 9 117. Negotiation. Make all winners. (Save face.) 118. Grace makes enemies friends.

119. Network. 120. Invest in relationships. (Think ROIR. Return On Investment in Relationships.) 118. Relationship investment. Forethought. Calendar item. Intensity. 119. Innovation. Easy. (Hang out

with weird.) 120. Weird = Win. (Weird times.) 121. The bottleneck is at the top of the bottle. 122. Good Board = Weird Board. (At least, surprising.) 123. No contention, no progress. EXCELLENCE. UBIQUITOUS.

Trapper: <$20 per beaver pelt. Source: WSJ WDCP*: $150 to remove problem beaver; $750- $1,000 for

flood-control piping so that beavers can stay. * Wildlife Damage-control Professional Source: WSJ EXCELLENCE. EXPERIENCE IT. Experiences

are as distinct from services as services are from goods. Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage The [Starbucks] Fix Is on We have

identified a third place. And I really believe that sets us apart. The third place is that place thats not work or home. Its the place our customers come for refuge. Nancy Orsolini, District Manager 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 EXCELLENCE.

UP THE LADDER. The Value-added Ladder/Memorable Connection Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials

EXCELLENCE. DREAM IT. DREAM: A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of

the desires of the consumer. The opportunity to help clients become what they want to be. Gian Luigi Longinotti-Buitoni EXCELLENCE. UP THE LADDER. The Value-added Ladder/Emotion

Dreams Come True Spellbinding Experiences Gamechanging Solutions Services Goods Raw Materials Furniture vs. Dreams

We do not sell furniture at We sell dreams. This is Domain. accomplished by addressing the half-formed needs in our customers heads. By

uncovering these needs, we, in essence, fill in the blanks. We convert needs into dreams. Sales are the EXCELLENCE. LOVE IT. Kevin Roberts:

Lovemarks! Tattoo Brand: What % of users would tattoo the brand name on their body? Top 10 Tattoo Brands* Harley . 18.9%

Disney .... 14.8 Coke . 7.7 Google .... 6.6 Pepsi .... 6.1 Rolex . 5.6 Nike . 4.6 Adidas . 3.1 Absolut . 2.6 Nintendo . 1.5 *BRANDsense: Build Powerful Brands through Touch,

Taste, Smell, Sight, and Sound, Martin Lindstrom EXCELLENCE. THE STORY. Storytellin g is the core of culture. Branded Nation: The Marketing of Megachurch,

College Inc., and Museumworld, James Twitchell Market Power = Story Power EXCELLENCE. LEADING. C

XO* *Chief e Xperience Officer C DM*

C F O* *Chief Festivals Officer C

C O* *Chief Conversations Officer C

S O* *Chief Seduction Officer C L

O* *Chief Lovemark Officer C PI* *Chief Portal Impresario

W C *Chief WOW Officer O* C

ST O* *Chief Storytelling Officer R C

*Chief O* Revenue Officer EXCELLENCE. BONUS.

Flower Power! London circa 1976: You cant build a real economy on services, finance, advertising, etc.

London circa 2006: deliberately aims to be the capital of the 21st century The Irreducible20 9

163. Own up. Quick. ( Denial. Cancer.) Celebrate. Often. 165. 78 people = 78 approaches. (Each. Unique.) 164. 166. Weed. Ceaselessly. (Prune. Stupid. Rules. Non-stop.) 167.

Get out of the way. (You = The problem.) 168. Smile. Sunny. Optimism. (If it kills you.) 169. Flowers. (Cheery workplace.) 170. Enjoy. (Or get the hell.) 171. Be intolerant of sour. (1 = Major pollution)

172. No quick trigger on promotion. (Too important.) 173. Evaluation = Lots of study-time. 174. Evaluation = Life or death to evaluee. 175. 360 evaluation. No fad. 176. Exit when youre done. (Done. Sooner than you think.)

EXCELLENCE. BEDROCK. Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always Who do we

intend to be? is: Not What are we going to do? but Who do we intend to be? Max De Pree, Herman Miller EXCELLENCE. PASSION.

Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge EXCELLENCE. BEDROCK. Brand =

Talent. Organizing Genius / Warren Bennis and Patricia Ward Biederman 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. Leaderships Mt Everest/Mt Excellence free to do his or her absolute best

allow its members to discover their greatness. The role of the Director is to create a space where the actor or actress can become more than theyve ever been

before, more than theyve dreamed of being. Robert Altman, Oscar acceptance C Q O*

*Chief quest-meister 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 Leaders do people. Period.

Anon. From sweaters to Les Wexner: people! The leaders of Great Groups love talent and

know where to find it. They revel in the talent of others. Warren Bennis & Patricia Ward Biederman, Organizing Genius PARCs Bob Taylor: Connoisseu r

of Talent EXCELLENCE. BY INVITATION. In the end, management doesnt change culture. Management

invites the workforce itself to change the culture. Lou Gerstner Most important, leaders can conceive and articulate goals that lift people out of their petty preoccupations and

unite them in pursuit of objectives worthy of their best efforts. John Gardner, No Easy Victories (from Warren Bennis, On Becoming a Leader) EXCELLENCE. WOMEN. RULE. LEADERSHIP

SKILLS. Womens Negotiating Strengths *Ability to put themselves in their counterparties shoes *Comprehensive, attentive and detailed communication style *Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude

*Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Source: Horacio Falcao, Cover story/May 2006, World Business, Say It Like a Woman: Why the 21st-century negotiator will need the female touch AS LEADERS, WOMEN

RULE: New Studies find that female managers outshine their male counterparts in almost every measure Title, Special Report/BusinessWeek Women Dominate

Economic Growth. Forget China, India and the Internet: Economic Growth Is Driven by Women. Headline, Economist,

April 15, 2006, Leader, page 14 Forget China, India and the Internet: Economic Growth Is Driven by Women. [Headline.] Even today in the modern, developed world, surveys show that parents still prefer to have a boy rather than a girl. One longstanding reason boys have been seen as a greater blessing has been that they are expected to become better economic providers for their

parents old age. Yet it is time for parents to think again. Girls may now be a better investment. Girls get better grades in school than boys, and in most developed countries more women than men go to university. Women will thus be better equipped for the new jobs of the 21st century, in which brains count a lot more than brawn. And women are more likely to provide sound advice on investing their parents neste.g.: surveys show that women consistently achieve higher financial returns than men do. Furthermore, the increase in female employment in the rich world has been the main driving force of growth in

the last couple of decades. Those women have contributed more to global GDP growth than have either new technology or the new giants, India and China. Source: Economist, April 15, Leader, page 14 A Guide to Womenomics: The Future of the World Economy Lies Increasingly in Female Hands. (Headline.) More Continuing on page 73:

stats: Around the globe since 1980, women have filled two new jobs for everyone taken by a man. Women are becoming more important in the global marketplace not just as workers, but also as consumers, entrepreneurs, managers and investors. Re consumption, Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from womens increased purchasing power; over the past decade the value of shares in Goldmans basket has risen by 96%, against the Tokyo stockmarkets rise of 13%. A couple of final assertions: (1) It is now agreed that the single best

investment that can be made in the developing world is educating girls. (2) Also, surprisingly, nations with the highest female laborforce participation rates, such as Sweden and the U.S., have the highest fertility rates; and those with the lowest participation rates, such as Italy and Germany, have the lowest fertility rates. Source: Economist, April 15, page 73 Goldman Sachs in Tokyo has developed an index of 115

companies poised to benefit from womens increased purchasing power; over the past decade the value of shares in Goldmans basket has risen by 96%, against the Tokyo stockmarkets rise of 13%. Economist, April 15 Women Dominate

Economic Growth. Impact! Add It Up! Primary markets/Everything (Men buy things that other men will buy for women. I buy things that women want.successful jeweler/F. Women are the majority market Fara

Warner/The Power of the Purse. Women as Purchasing Officers, CIOs, etc.) Greater global workforce participation rate (bigger contributor to GDP growth than technology, China, IndiaEconomist) Higher wages (more seniority, promotionseven if not to CEO; greater pay equityeven if not equal)

Business decision makers (more seniority, promotionseven if not to CEO) Women-owned businesses (answer to

the Glass Ceiling10.6M in USA; recipients of micro-lending developing world) EXCELLENCE. INDIVIDUAL. BRAND YOU. 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) 12January2006 Happy 300 , Brand You! th

Health Wash your hands. Apply #50 sunscreen. Banish trans fat Banish high fructose corn syrup. Exercise 30-7. Breathe. Stockpile for H5N1.* (*not Tamiflu!) Avoid hospitalization.

Take charge of your health. Quality! Prevention! Wellness! Chronic care! Childhood obesity! H5N1!

Childhood Obesity > Terrorism Bust fat Sanitary revolution: mortality in major cities down

55% between 1850 and 1915 Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation If God spoke to me by saying, Mark, youre down to

your last three words: What would you want to say to your fellow humans that would make the most positive impact? It would be a close call between Love Thy Wash Your Hands . Neighbor and A close third would be Move,

Move, Move. Mark Pettus, M.D., The Savvy Patient The most important thing you can do to keep from getting sick is to hands. wash your

CDC/National Center for Infectious Diseases EXCELLENCE. BEDROCK. X.Step #1: Buy a Mirror! The First step in a

dramatic organizational change program is obvious dramatic personal change! RG Work on me first.

Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations You must be the

change you wish to see in the world. Gandhi 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 EXCELLENCE. REVENUE. MATTERS. MOST. 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 They said, Oh my gosh, you need revenues to grow earnings over time.

Well, Duh! earnings went to hell. Dick Kovacevich, Wells Fargo EXCELLENCE. SALES.

This is not about customer centrism integrated marketing etc. etc. etc. It is about sellin a whole lotta stuff and having customers go bananas

with love to the point that they tell every damn friend they have and then start buttonholing strangers on trains and planes and busses. M.I.A.*: Talk. (Present.) Listen. (Interview.) Sell.

(Life = Sales.) Do. (Execution- Talent. (Recruit-Develop-Retain.) Project Management. (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.) Implementation.) *B.Schools (M.I.A. or at most B.I.A.barely in action) Everyone lives by selling something.

. Robert Louis Stevenson Sell Sell TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the

details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch with others?

Source: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson TP.27 on Selling (Short) (Personal) Out-prepare!! (huge time commitment!) Learn the culture Practice!

Care-Empathy Listen-Empathetic listening (SC) Listen-Body language K.I.S.S. (1-page summary. 1 = 1.) Enthusiasm-ENERGY-Authenticity!! OBVIOUS belief in product Selling: Solution-Success-Experience-Dream come true-Love-Dramatic Difference Selling: Better STORY! (Best story wins) Selling: Yourself! (Brand you) Obvious Wow!

No exaggeration! Spell out commitments! SIMPLE timeline Sell inside-First! Thorough! Relationships-Way down!! Time!!!! (E.g., build trust) Ooze integrity Introduce to rest of team, esp. mechanics SBWA (5K for 5M) Remember: Close!

Gotta-make-a-profit (be ready to walk away!) Good loss Dont dis competitors!! Make her-him-target SUCCESSFUL (in a personal way) C(I)>C(X) Its always showtime. David DAlessandro, Career Warfare

motivational stuff Do one thing every day that scares you. Eleanor Roosevelt Stop

Doing It! The one thing you need to know about sustained individual success: Discover what you dont like doing and stop doing it.

Marcus Buckingham, The One Thing You Need to Know Paul Arden, Whatever You Think Think the Opposite ARE YOU BEING REASONABLE? Most people are reasonable;

thats why they only do reasonably well. Source: Paul Arden, Whatever You Think Think the Opposite The best piece of advice ever given was by the art director of Harpers Bazaar, Alexey Brodovitch, to the young Richard Avedon, destined to become one of the worlds great photographers. The advice was

simple: ASTONISH ME. Bear these words in mind, and whatever you do will be creative. Source: Paul Arden, Whatever You Think Think the Opposite BONUS Stating the Obvious: THE PROBLEM IS RARELY THE

PROBLEM. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* ** *Watergate, M Stewart, BR

**And: PERCEPTION IS ALL THERE IS! OFTEN AS NOT/MORE OFTEN THAN NOT THE UNDERLYING PROBLEM IS NOT MUCH OF A PROBLEM.

PERCEPTION IS ALL THERE IS. PERIOD.* *From Whole Foods to IBM to the corner deli 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. Relationships (of all varieties) :

POWER WORDS! Im sorry. Sorting Out a Problem/ Misunderstanding with an e-mail: Dont delay! Its the effort that counts (Long>Short) Get personal (authenticyuck) FLAT OUT APOLOGIZE (no equivocality) Take more blame than you deserve

Stating the Obvious: MORE POWER WORDS/IDEAS Thank You! MBWA*

*5,000 miles for a 5-minute face-to -face meeting (courtesy superagent Mark McCormick) Say it with FLOWERS POWER IDEAS! You must care. General Melvin Zais

The Irreducible20 9 Handshake. (Quantity. Quality.) 188. 189. Dont fold your hands in front of your chest. Ever. (Never.)

190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.) Employee Entrance = Guest Entrance. 192. Put the customer SECOND. 191. (Thanks, Hal.)

193. Flowers. (Or did I say that before? No matter if I did.) 194. Big Mergers dont work. Small acquisitions can/do workif you dont screw with their energy. EXCELLENCE. 4/40. 4/40

Decentral-iza-tion! Ex-ecution! We have a strategic plan. Its called doing things.

Herb Kelleher Execution is the job of the business leader. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

Execution is a systematic process of rigorously

discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are

still sucking their thumbs trying to make the design perfect, were already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version It gets back to planning versus acting: We act from day one; others plan how to plan for months. Bloomberg by Bloomberg No. 10.

We have a strategic plan. Its called doing things. Herb Kelleher This is so simple it sounds stupid, but it is

amazing how few oil people really you only find oil if you drill wells. understand that You may

think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a

gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 1. Every morning, write

a list of the things that need to be done that day. Do them. 2. Never forget

implementation boys. In our work its what I call the missing 98 percent of the client puzzle. McDonald

Al Account-abil-ity! Realism is the heart of execution. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

robust dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done GE has set a standard of candor. There is no puffery. There isnt an ounce of

denial in the place. Kevin Sharer, CEO Amgen, on the GE mystique (Fortune) 6:15A.M . ???????? Work Hard >

Work Smart EXCELLENCE. LEADING. Leadership2 3 Leadership23

1. Enthusiasm. Energy. Exuberance. 2. Action. Execution. 3. Tempo. Metabolism. 4. Relentless. 5. Master of Plan B. 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. 13. Legacy. 14. Best story wins. 15. On the edge. (Wildest chimera of a moonstruck mind.) 16. Reward excellent failures. Punish 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 Dont. Two. 22. Excellence. Always. 23. Nelsonian! (Other admirals more afraid of losing than anxious to win.) Kevin Roberts Credo 1. Ready. Fire! Aim. 2. 3. 4.

5. 6. 7. 8. 9. If it aint broke ... Break it! Hire crazies. Ask dumb questions. Pursue failure.

Lead, follow ... or get out of the way! Spread confusion. Ditch your office. Read odd stuff. 10. Avoid moderation! Sir Richards Rules:

Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson EXCELLENCE. DETERMINATION.

The D-File: DETERMINATION DE-TERMIN-A-TION Or: The B-File BLOODYMINDEDNESS BLOOD-YMIND-EDNESS

Bloodyminded: Unreasonably stubborn Source: The Random House Dictionary of the English Language 6:15A.M . This [adolescent] incident [of getting from point A to point B] is

notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him

such a formidable general. Grant would always, always press on turning back was not an option for him. Michael Korda, Ulysses Grant One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was

accomplished. Grant Source LEE KENNETTs SHERMAN This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances

complaining that the world will not devote itself to making you happy. GB Shaw/ Man and Superman Its always showtime.

Whenever anything is being accomplished, I have learned, it is being done by a monomaniac with a mission. Peter Drucker "The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to

himself. Therefore, all progress depends upon the unreasonable man. GB Shaw, Man and Superman: The Revolutionists' Handbook. Charles Handy on the Alchemists Passion was what drove these people,

passion for their product or their cause. If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes Passion wrong.

as the secret to learning is an odd secret to propose, but I believe that it works at passion all levels and at all ages. Sadly, is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.

Im looking for insane commitment. Twyla Tharp, The Creative Habit The role of the Director is to create a space where the actor or actress can

become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance 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 exhibit You want checklists. I instead offer you a guaranteed formula: Passion. Bloodymindedness Enthusiasm.

[as contrasted Relentlessness. A demonic need to make it happen. TP with mere determination]. You say But there are naysayers. I say: Get a life. I

offer an-the answer: Passion. Bloodymindedness Enthusiasm. [as contrasted with mere determination commitment Relentlessness. A

demonic need to make it happen. TP purposefulness]. You say But there are naysayers. I say: Get a life. If its important there are always Naysayers. I say: Passion.

Bloodymindedness Enthusiasm. [as contrasted Relentlessness. A demonic need to make it happen. TP with mere determination].

My only goal is to have no goals. The goal, every time, is that film, that very moment. Bernardo Bertolucci Nothing is so

contagious as enthusiasm. Samuel Taylor Coleridge Nelson. Grant. Churchill. Geronimo!

Life is not a journey to the grave with the intention of arriving safely in a pretty and wellpreserved bodybut rather a skid in broadside, thoroughly used up, totally worn out, and loudly proclaiming, Wow, what a ride! anon.

"Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting GERONIMO! Bill McKenna, professional motorcycle racer

(Cycle magazine 02.1982) "The object of life's journey is not to arrive at the grave safely in a well preserved body, but rather to skid in sideways, totally worn out, shouting, 'Holy ____, What a Ride!!!

Mavis Leyrer (feisty OCTOGENARIAN, living in Seattle) EXCELLENCE: MANAGEMENT VERSUS (??) LEADERSHIP RIGHT THINGS.

THINGS RIGHT. Not! Leadership is doing the right things. Management is doing things right.

WB et al. So What??????? MANAGERS do things right LEADERS do the right things The Twain SHALL Meet!

Leadership: Invite Associates/Colleagues/Talent to join a Gaspworthy Adventure in EXCELLENCE which will provide matchless Personal and Professional Growth and be of Dramatically Different Service to selected Clients

Management: Do it! LEADERSHIP (Eternal!): Invigorate a sizeable # of people to Aspire to Excellence in pursuit of a Common (Noble) Goal that revolves around service-of-exceptionalvalue to Clients

Leadership v. Management In [President Bushs] belief that America needed to respond resolutely to the dangers of terrorism, tyranny and proliferation, he was mainly right. His chief failures stem from incompetent execution.

The Economist/05.13.2006 DRUCKERS GREAT CONTRIBUTION: management per se as a/the principal determinant of institutional effectiveness Never forget

implementation boys. In our work its what I call the missing 98 percent of the client puzzle. Al McDonald, former Managing Director, McKinsey & Co, to a project team that included TP This is so simple it sounds stupid, but it is amazing how few oil people really

you only find oil if you drill wells. understand that You may think youre finding it when youre drawing maps and

studying logs, but you have to drill. Source: The Hunters, by John Masters, Canadian O & G wildcatter You only find oil if you drill wells. Source: The Hunters, by John Masters, Canadian O & G wildcatter We have a

strategic plan. Its called doing things. Herb Kelleher The most successful people are those

who are good at plan B. James Yorke, mathematician, on chaos theory in The New Scientist We made mistakes. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the

same today: While our competitors are still sucking their thumbs trying to make the design perfect, were already on prototype version 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 planfor months. Bloomberg by Bloomberg If things seem under control, youre just not going fast enough.

Mario Andretti Nelsons secret: [Other] admirals more frightened of losing than anxious

A year from now you may wish You had started today. Karen Lamb EXCELLENCE. STRETCH. The greatest danger

for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo EXCELLENCE.

KABOOM. Beware of the tyranny of making Small Changes to Small Things. Rather, Big Changes to Big Things.

make Roger Enrico, former Chairman, PepsiCo 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 cant change because our brains become hardwired early in life Source: Fast Company/05.2005 EXCELLENCE. TRANSCENDENCE. THRILLS.

Radically Thrilling Language! Radically Thrilling. BMW Z4 (ad) T C

O* *Chief Thrills Officer Synonyms Purity Transcendence Virtue

Elegance Majesty Antonyms Mediocrity T C

O* *Chief Transcendence Officer EXCELLENCE. WOW. NOW. Its always showtime.

W C *Chief WOW Officer O*

! C ! *Chief O

! Officer EXCELLE ALWAYS. Its always showtime.

Bonus The Irreducible209+/ Sales122/60TIBs Tom Peters/0607.2006 The

Irreducible20 9 A frustrated participant at a seminar for investment bankers in Mauritius listened impatiently to my explanation of differences of opinion among me, Mike Porter, What, if anything, he asked, do you believe for sure?

Gary Hamel, Jim Collins, etc. Finally, hed had enough. I mumbled something, but his query started rumbling around in my mind. Three days later, wandering on a Sunday in London, the idea of the irreducibles occurred to meand I started jotting down notes on stuff I do indeed believe for sure. Before I knew it, a few days later, the list had grown to 209 items. Hence The Irreducible209 that follows.

Tom Peters 1. 2. 3. 4. Hare 1, Tortoise 0. (Hare-y times.) Tempo. (O.O.D.A.) MBWA.

Appreciation. (Motivator #1.) (Cant be faked. Good.) 5. Decency. 6. Hurry. 7. Time out. 8. One matters. 9. Big change. Short time. (Alt not work.) 10. Excellence. Always. 11. Passion. Energy. Hustle. Enthusiasm. Exuberance. (Move mountains. No alt.)

12. You must care. 13. Emotion. 14. Hard is soft. (Soft is hard.) 15. 16. 17. 18. 19. 20.

21. 22. 23. 24. 25. 26. 27. 28. Men. Women. Different. Contend. Connect.

Women. Buy. All. (RU listening?) Quality. (Mind-blowing. Beyond 6-Sigma.) Re-invent. Re-pot. (Required.) Jaywalk. Big change. Small # of people. (Always.) Experiment. Now. Failure. Normal. Most failures, most success. (Fail. Forward. Fast.) Reward excellent failures. Punish

mediocre successes. Women leaders. (Altered times.) Extremism. (Good business. Bad politics.) Innovation source. Only. Extreme irritation. Smile. 29. 30. 31. 32.

33. 34. 35. 36. 37. 38. 39. 40. 41. 42.

43. You must care. Mentor. (Highest ROI.) Best roster wins. Wow. (Okay in biz.) We all have customers. (Biz. Personal.) All contacts = Experiences. Cirque du Soleil. (Peerless.) Leaders create space for growth.

Quests. (Only.) High aspirations, high results. (Self-fulfilling prophecy.) Attitude 1, Skills 0. (Mostly.) (Attitude 1, Skill 0.3?) Sometimes: Skill 1, Attitude 0.1. Must love, not like. Wegmans. (No excuses. Mere groceries.) Less than your best. Cheating.

44. 45. 46. 47. 48. 49. 50. 51. 52. 53.

54. 55. Brand You. (No alt.) Self-sufficiency. (Biggest LT turn-on.) In the moment. The moment wins. Tomorrow = Never. Action 1, Plan 0.1. Execution can be a system.

Realism. Own up. Move on. Accountability. Work hard > Work smart. (Mostly.) Feedback. Necessary. Fast. (R.F.A. in RFA times.) 56. Customers. Listen. Lead. (Paradox.) 57. On stage. Always. (GW, FDR, RG = Supreme actors.)

58. 59. 60. 61. 62. 63. 64. 65. 66. 67.

68. 69. 70. 71. 72. Master statistical analysis. Excellence = Set the table. Legacy. (Will it have mattered?) Great. (Why not?)

Radicals rule. (Think Olympics.) !!! = Good. Red 1, Brown 0. (Red times.) Talk. Listen. (Big 2. Master.) Politics. (Normal-inevitable state of affairs. Master.) Student. Forever. Why? (Question #1.) Dont belittle. Respect.

All we have: this moment. (Moments matter most?) Now. (Procrastination. Death.) 73. 74. 75. 76. 77. 78.

79. 80. 81. 82. 83. 84. 85. Exercise. Paint. (Leader. Portraits of Excellence.)

Best story wins. You must be the change you wish to see in the world. Two big ones. Max. (Priorities.) No I in Team. (I in Win.) I in Win. (No I in Team.) Different 1, Better 0. (Better = 0.1) Imitation = Mistake. (Learn, from who?) Choose/battle the right competitor. Schools. Creativity. Entrepreneurship.

(Not.) MBAs. Creativity. Entrepreneurship. Leadership. (Not.) Design. Under-rated. Wildly. (Still.) (Everything.) 86. 87. 88. 89.

You = Calendar. (Calendar. Never. Lies.) Laugh. Handshake. (Quantity. Quality.) Dont fold your hands in front of your chest. Ever. (Never.) 90. Grace. (Works in biz.) 91. Weird. Wins. (Weird times.) 92. Crazy times. Crazy orgs. 93. Internet. All.

94. Women. Boomers-Geezers. Market. All. 95. Passion. (Repeat. So what?) 96. Energy. (Repeat. So what?) 97. Hustle. (Repeat. So what?) 98. Enthusiasm. (Repeat. So what?) 99. Exuberance. (Repeat. So what?) 100. Smile.

(Repeat. So what?) 101. Care. (Repeat. So what?) 102. Simplicity. Redundancy. Resilience. Bloodymindedness. Visible optimism. (Success.) 103. Act. (Repeat. So what?) 104. Appreciate. (Repeat. So what?) 105. Fun. (Biz. Why not?) 106. Joy. (Biz. Why not?) 107. Sales = Life.

108. Marketing = Life. 109. Long-term. Top line. 110. Great company = Creates the most individual success stories. (RE/MAX) 111. Talent first, performance byproduct. 112. Sustained Wow* 1, Shareholder value, 0.2 (*Product, People.) 113. Commitment, by invitation only. 114. Creativity, by invitation only. 115. HR = #1. (Ought to.)

116. Face-to-face. (5K miles, 5 minutes.) 117. Negotiation. Make all winners. (Save face.) 118. Grace makes enemies friends. 119. Network. 120. Invest in relationships. (Think ROIR. Return On Investment in Relationships.) 118. Relationship investment. Forethought. Calendar item. Intensity.

119. Innovation. Easy. (Hang out with weird.) 120. Weird = Win. (Weird times.) 121. The bottleneck is at the top of the bottle. 122. Good Board = Weird Board. (At least, surprising.) 123. No contention, no progress. 124. Crucial conversations. Crucial

confrontations. (Study. Learn. Do.) 125. Honest feedback. 126. Gaspworthy. Yes. 127. Insanely great. 128. Astonish me. 129. Make it immortal. 130. Will you remember it in 20 years? 131. No small opportunities. (Reframe.) 132. One playmate, one playpen = Enough. 133. End run. Sensible.

134. Allies are there for the finding. 135. Find successes. Build on successes. (Pos > Neg. Encourage > Fix.) 136. Somebodys doing it today. Find em. 137. Someone is living 2016 in 2006. (Find em. Study em.) 138. Dont benchmark, futuremark. (2016. Happening. Somewhere.) 139. PMA. It works.

140. There are no experts. (You are the expert.) 141. Life is short. 142. Sustained success. Fat chance. Make today matter. (Sustained. Ha.) 143. Collaborate. (Networked world.) 144. Go solo. (Individual. Unit of Intellectual Capital.) 145. There are no perfect plans. (Do. Wins.) 146. Plans motivate. (Right or wrong. Sense of purpose.)

147. Never rest. 148. Get some sleep. 149. Winning = Embracing paradox. 150. Ambiguity = Opportunity. 151. Resilience. 152. Relentless-ness. 153. None. Above. Comeuppance. (GM. Sears. U.S. Steel. DEC.) 154. Be yourself. Period.

155. Never work with jerks. Including customers. (Life. Too short.) 156. Under-promise, over-deliver. 157. Talent. (Powerful word.) 158. Customer = Anyone whose actions affect your results. 159. Competition stinks. (Seek the soft spots where you can dominate.) 160. K.I.S.S./Keep It Simple, Stupid. 161. Beauty. (Good biz word.)

162. See the beauty in a hamburger bun. (Go. Ray.) 163. 164. 165. 166. 167. 168. 169.

170. 171. 172. 173. 174. 175. 176. Own up. Quick. ( Denial. Cancer.) Celebrate. Often.

78 people = 78 approaches. (Each. Unique.) Weed. Ceaselessly. (Prune. Stupid. Rules. Non-stop.) Get out of the way. (You = The problem.) Smile. Sunny. Optimism. (If it kills you.) Flowers. (Cheery workplace.) Enjoy. (Or get the hell.) Be intolerant of sour. (1 = Major pollution) No quick trigger on promotion. (Too important.)

Evaluation = Lots of study-time. Evaluation = Life or death to evaluee. 360 evaluation. No fad. Exit when youre done. (Done. Sooner than you think.) 177. Today. Now. My Project. Am. Is. I. Period. 178. Beautiful systems. (Good biz phrase. Not oxymoron.) 179. Build on strengths > Fix weaknesses.

180. To dont = To do. (To dont > To do ?) 181. Leaders Do People. (Period.) 182. Leaders enjoy leading. 183. Serious leadership training = Serious. 184. Priorities. Obvious. (Or else.) 185. 5 Priorities = 0 Priorities. (3 Priorities = 0 Priorities?) 186. People. First. Last. Always. 187. It. Is. Always. The. People.

188. Handshake. (Quantity. Quality.) 189. Dont fold your hands in front of your chest. Ever. (Never.) 190. Simplicity. Redundancy. Resilience. Bloody-mindedness. Visible optimism. (Success.) (Repeat.) 191. Employee Entrance = Guest Entrance. 192. Put the customer SECOND.

(Thanks, Hal.) 193. Flowers. (Or did I say that before? No matter if I did.) 194. Big Mergers dont work. Small acquisitions can/do workif you dont screw with their energy. 195. Instinctively head for the front line. (In all contexts.) 196. Success = DDMMPR/"D-squared,

M-squared, PR = DramDiff + Money-Financial Acumen + Good Marketing Instincts + Stellar People + Resilience (The fab five: What. Every. Small. Biz. Needs.) (Big too.) 197. Core Mechanism (Game-changing Solutions): PSF (Professional Service Firm model) + Wow! Projects (Different vs Better) + Brand You (Distinct or Extinct)

198. 2011/2016 has already happened. Find it. 199. Kids know kids. Oldies know oldies. Women know women. (Staff accordingly.) 200. Everybody is my customer. 201. Cosset vendors. 202. I want to run a Housekeeping department. (And you?)

203. The military doesnt follow the military model. (Initiative = Excellence.) 204. No such thing as going to absurd lengths to serve the Customer. (HSM & Lefties.) 205. Forget the customer. All = Clients. 206. It takes decades to get over sleights. (So dont sleight.) 207. Dont dumb down. Ever. NO LESS THAN

EXCELLENCE. EVER. 209. EXCELLENCE. ALWAYS. 208. Work In Progress XXX. One size fits. One. Only. (Evaluations. Period.) XXX. Teaching. Individualized. Only. (6 billion people = 6 billion learning trajectories.) (Montessori.)

XXX. First impression. Matters. Shapes all that comes. Hard to overcome. (Understatement.) XXX. Jerks. Dont work with. (Life = Too short.) XXX. Manage [the hell out of] first impressions. XXX. Last impression. Matters. Dominates memory. Hard to overcome. (Understatement.) XXX. Manage [the hell out of] last impressions. XXX. Plain English. XXX. K.I.S.S. (450/8.) XXX. $798. $55,000,000,000. 3,000,000,000.

7AM-7PM. 6:15AM. XXX. Donnelly Weatherstrip rules. XXX. Managers do things right. Leaders do the right thing. NOT. Work In Progress XXX. One size fits. One. Only. (Evaluations. Period.) XXX. Teaching. Individualized. Only. (6 billion people = 6 billion learning trajectories.) (Montessori.) XXX. First impression. Matters. Shapes all that comes.

Hard to overcome. (Understatement.) XXX. Jerks. Dont work with. (Life = Too short.) XXX. Manage [the hell out of] first impressions. XXX. Last impression. Matters. Dominates memory. Hard to overcome. (Understatement.) XXX. Manage [the hell out of] last impressions. XXX. Plain English. XXX. K.I.S.S. (450/8.) XXX. $798. $55,000,000,000. 3,000,000,000. 7AM-7PM. 6:15AM.

XXX. Donnelly Weatherstrip rules. XXX. Managers do things right. Leaders do the right thing. NOT. GE (more or less) :

The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff Tom Peters/0402.2006 This list was first prepared for GE Energy sales & marketing people in January. It started with a half-dozen items, and grew like Topsy. Possibly, given its origins, its a

little tilted toward complex, engineeringbased sales. In any event, it makes a perfect companion to The Irreducibles209. This, too, is effectively a list of irreducibles. Tom Peters 1. Strategy overrated, simply doin stuff underrated. See Kelleher and Bossidy: We have a strategic plan, its called doing things.Herb Kelleher. Execution is a systematic process of rigorously discussing hows and whats, tenaciously

following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done. Action has its own logicask Genghis Khan, Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman. 2. What are you personally great at? (Key word: great.) Play to strengths! Distinct or Extinct. You should aim to be outrageously good/B.I.W. at a niche area (or more). 3. Are you a personality, a de facto brand in the industry? The Dr Phil of ... 4. Opportunism (with a little forethought) mostly wins.

(Successful people are the ones who are good at Plan B.) 5. Little starts can lead to big wins. Most true winnersthink search & Googlestart as something small. Many big deals Disney & Pixarcould have been done as little-er deals if youd had the guts to jump before the value became obvious. 6. Non-obvious targets have great potential. Among many other things, everybody goes after the obvious ones. Also, the non-obvious are often good Partners for technology experiments.

7. The best relationships are often (usually?) not top to top! (Often the best: hungry division GMs eager to make a mark.) 8. ITS RELATIONSHIPS, STUPIDDEEP AND FROM MULTIPLE FUNCTIONS. 9. In any public-sector business, you must become an avid student of the politics, the incentives and constraints, mostly non-economic, facing all of the players. Politicians are usually incredibly logicalif you (deeply!) understand the matrix in which they exist.

10. Relationships from within our firm are as important often more importantas those from outsideagain broad is as important as deep. Alliesavid supporters!within and from non-obvious places may be more important than relationships at the Client organization. Goal: an insanely unfair market share of insiders time devoted to your projects! Everyone lives by

selling something. Robert Louis Stevenson 11. Interesting outsiders are essential to innovative proposal and sales teams. An exciting sales-proposal team is as important as a prestigious one. 12. Is the proposal-sales team weird enoughweirdos come up with the most interesting, game-changer ideas. Period. 13. Lunch with at least one weirdo per month. (Goal: always

on the prowl for interesting new stuff.) 14. Gratuitous comment: Lunches with good friends are typically a waste of (professional) time. 15. Dont short-change (time, money, depth) the proposal process. Miss one tiny nuance, one potential incentive that makes my day for a key Client playerand watch the whole gig be torpedoed. 16. Sticking with it sometimes pays, sometimes notit takes a lot of tries to forge the best path in. Sometimes you never do, after a literal lifetime. (Ah, life.)

17. WOMEN ARE SIMPLY BETTER AT RELATIONSHIPSdont get hung upparticularly in tech firmson what industriescountries women cant do. (Or some such bullshit.) 18. Work incessantly on your storymost economic value springs from a good story (think Perrier)! In sensitive public or quasi-public negotiations, a compelling story is of immense valuepolitics is about the tension among competing stories. (If you dont believe me, ask Karl Rove or James Carville.) (Storytelling is the core of culture. Branded Nation: The Marketing of Megachurch, College Inc.,

and Museumworld, James Twitchell) 19. Call this 18A, or 18 repeat: Become a first-rate Storyteller! (A key perhaps the key to leadership is the effective communication of a story.Howard Gardner, Leading Minds: An Anatomy of Leadership) 20. Risk Assessment & Risk Management is more about stories than advanced mathi.e., brilliant scenario construction. 21. Good listeners are good sales people. Period. 22. Lousy listeners are lousy sales people. Period.

23. GREAT LISTENERS ARE GREAT SALES PEOPLE. (Listening skills are hard to learn and subject to immense effort in pursuit of Mastery. A virtuoso listener is as rare as a virtuoso cello player.) (If you dont listen, you dont sell anything.Carolyn Marland/MD/Guardian Group) 24. Things that are funny to me (American) are often-mostly not funny to those in other cultures. (Humor is as fine-edged as it gets, and rarely travels.) 25. You dont know Jack Squat about other peoples cultures

especially if you are a typically myopic American. (Like me.) 26. Are you a great interviewer? Its a make or break skill. (Think Barbara Walters skill at extracting unwanted truths from pros in persona-protection ... in front of 10s of millions of people. 27. Are you a great (not merely good) presenter? Mastering presentation skills is a lifes workwith stupendous payoff. 28. Work like hell on the Big 2: LISTENING/INTERVIEWING, PRESENTING. These are the essence of [sales] lifeand usually picked-up in an amateurish fashion. Mistake! (Become a

professional student of these two areas, achieve Mastery.) 29. Are you good at flowers? Think: FLOWER POWER! (see Harvey Mackays Mackay 66what you should know about a Client; e.g., birthdays & anniversaries.) (My flowers budget is out of control. Hooray for me.) 30. You cant do it allbe clear at what you are good at, bad at, indifferent at. Hubris sucks. If you dont listen,

you dont sell anything. Carolyn Marland/ Managing Director/ Guardian Group 31. The point is not to prove yourself. (Thats ego-talk.) Let the best person present to the Clientperhaps a lower level geek. (Control freaks get their just desserts in the long haul or sooner.)

32. The numbers will more or less take care of themselves over the long haulif the relationship/s is/are solid gold. 33. The Gold Standard in selling: INDISPENSABLE to the Client. No other goal is worthy. 34. Never stop growing-broadening-deepening the relationship. The key to indispensability is to get the Client more and more and more and then more imbedded in our web. Hence the so-called selling process is only the first step! 35. USE THE WORD WE CONSTANTLY & RELIGIOUSLY! (E.g.: Wethe Client & meare going to change the world with

this service.) 36. Dont waste your time on jerksitll rarely work out in the mid- to long-term. 37. Genius is walking away from lousy scores (deals)and accepting the attendant heat. Big Business is the premier home to Big Egos overpaying by a factor of 2 to 22 with billion$$$$ at stake. (Think Jerry Levin and AOL Time Warner.) 38. You havent a clue as to how this situation will actually play outbe prepared to move fast in a different direction.

39. Keep your word. 40. KEEP YOUR WORD. 41. Underpromise (i.e., dont over-promise; i.e., cut yourself a little slack) even if it costs you businesswinning is a long-term affair. Over-promising is Sign #1 of a lack of integrity. You will pay the piper. 42. There is such a thing as a good lossif youve tested something new and developed good relationships. A half-dozen honorable, ingenious losses over a two-year period can pave the way for a Big Victory in a New Space in year 3.

43. Its a competitive world out there. New, innovative products are harder to sell than old stand-bys. Nonetheless, you will be a long-term star to the extent that you are willing to push the harder-to-sell-at-the-moment Innovative Products that cement long-term Client success (Indispensability!) even if it means a #s hit this quarter. PART OF YOUR JOB: TAKE CLIENTS ON AN ADVENTURE THAT PUTS THEM AHEAD OF THE GAME CALLED (GAMECHANGINGhopefully) COMPETITIVE ADVANTAGE! 44. Think legacywhat the hell is all this really about for you

and the world? (Tell me, what is it you plan to do with your one wild and precious life? Mary Oliver) 45. THERE ARE NO MODERATES IN THE HISTORY BOOKS! 46. Keep it simple! (Damn it!) No matter how sophisticated the product. If you cant explain it in a phrase, a page, or to your 14-year-old ... you havent got it right yet. 47. Know more than the next guy. Homework pays. (of course its obviousbut in my work it is too often honored in the breach.)

48. Regardless of project size, winning or losing invariably hinges on a raft of little stuff. Little stuff is and always has been everything!!!!!!!!!!!!!!!!!!!!or, one mans little stuff is another mans 7.6 Richter deal-breaker. 49. In public settings in particular, face saving is all. When something changes, allow the other guy to come out looking like a winner, especially if he has lost. (Even if you must accept the egg on your facehe will always remember you!) 50. Dont hold grudges. (It is the ultimate in small mindedness and incredibly wasteful and ineffective. Theres always

tomorrow.) 51. ITS ALWAYS THE POLITICSwee private-sector deal or giant public sector deal. (Every player, small or large, is angling for something. Master the calculus of advantage.) 52. To beat the turnover problem in key Client posts amidst long negotiations, invest outrageous amounts of time building a wide & deep set of relationships with mid-level (& lower!!) plodding careerists. The invisible careerists are the bedrock upon which repeated success is built! (My Capitol Hill

Axiom: Its the 24-year-old LA who in the end briefs the Senator right before she goes to the Floor to vote.) 53. Speaking of she: Gender differences are Enormous dealing with a woman and dealing with a man are different kettles of fishyou must become an A+ student of gender differences. (E.g.: Men are typically more interested in the short-term score. Women are more interested in the longterm consequences.) 54. LITTLE PEOPLE OFTEN HAVE BIG FRIENDS. 55. This is not war, damn it. All parties can win (or not lose, anyway). And losing bidders can walk away from a deal with

increased respect for you and your team. 56. Never, ever dump on a competitorthe Tom Watson IBM glory-days mantra. 57. Never forget the Law of Cousins! In developing nations in particular, power brokers at all levels are at least cousins! Consideration for a second cousin can pay off big time. 58. Speaking of favors, jail sucks. 59. Work hard beats work smart. (Mostly.) 60. REPEAT: HE/SHE WHO HAS THE MOST-BEST

RELATIONSHIPS WINS. RELATIONSHIPS ARE THE ESSENCE OF THE WORK OF THE SALESPERSON. THE HARD ... AND LONG ... WORK OF THE SALESPERSON. 61. Mano v mano hardball is seldom the answerend runs based and patient multi-level relationship building via deeperwider networks win. 62. If the deal is wired from below, truly wired, than the socalled big negotiations are essentially irrelevant. 63. If every quarter is a little better than the prior quarter then you are not taking any serious risks. 64. Phones beat email.

Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge 65. A THREE-MINUTE CALL TODAY CAN AVOID A GAME-LOSER OF A FIASCO NEXT MONTH. There was always a time when a little thing could have been addressed that headed off a subsequent big thing. As to avoiding that call, didnt someone say, Pride

goeth before the fall? 66. Be hyper-organized about relationship managementyou are in the anthropology business. Study the great pols! Brilliant NRM (network relationship management) is not accidental! It is not catch-as-catch can. (Football analogies are cutebut deep political understanding pays the private-school tuition.) 67. Obsess on ROIR (Return On Investment In Relationships). 68. THANK YOU NOTES: Worlds highest-return investment!! 69. The way to anyones heart: Doing a nice thing for their kid. (But, gawd, does this take a gentle touch.)

70. Scoring off other people is stupid. Winners are always in the business of creating the maximum # of winnersamong adversaries at least as much as among partners. 71. Your colleagues successes are your successes. Period. (Trust me, my greatest personal successfinancially as well as artisticallyhas been creating a bigger pond in which everyone wins, even if my market share is down.) 72. Lend a helping hand, especially when you dont have the time. E.g. share relationshipsthe more you give away the

more you get in return (just like they say in church). 73. Listen up: It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say. Sara LawrenceLightfoot, Respect. (I.e., Respect is Cool.) 74. Mentoring is a thrilland the practical payoff is enormous. The best mentors have the whole world working its buns off for them!

75. Hire for enthusiasm. Promote for enthusiasm. Cherish enthusiasm. REMOVE NON-ENTHUSIASTSTHEY ARE CANCERS. (Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge. A man without a smiling face must not open a shop.Chinese Proverb.) 76. ITS ALWAYS YOUR PROBLEMyou sold it to them. 77. Its never over: While there may be an excellent service activity in your company, the relationship belongs to You! Hence the aftersales moments of truth are at least asif

not more than*--important to the Continuing Relationship as the sale transaction itself. (*I vote for more than.) Youll get your biggest points with the Client for being an effective after-the-fact go-between with your company. 78. Dont get too hung up on systems integrationfirst & foremost, the individual bits have got to work. 79. For Gods sake dont over promise on systems integrationits nigh on impossible to deliver. 80. On the other hand winners clamber Up the Value-added Ladder, and offer ever so much more than mere product.

ALL SUCCESSFUL SALES PEOPLE ARE IN THE SOLUTIONS BUSINESSno matter how jargony that may sound. 81. Systems / Solutions selling means grappling directly with culture change in Client organizations. (The business of selling is not just about matching viable solutions to the customers that require them. Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solutionJeff Thull, The Prime Solution: Close the Value Gap,

Increase Margins, and Win the Complex Sale) 82. Shit happens. Thats what they pay you for. 83. This is not a GE or Ben & Jerrys saleit is a Joe Jones/Jane Jones sale. YOU ARE THE BRAND THE CLIENT BUYS especially over the long haul. 84. Duh: You make money, the company makes moneyon repeat business. 85. Masteryes, youthe PR Game. Word of Mouth is not accidental! You want Word of Mouth? Make it happen! 86. GOAL #1: MAKE YOUR CLIENT A HEROYOU ARE NOT THERE

TO GET CREDIT. (Taking credit is for egomaniacs. And losers.) 87. Decent margins, over the mid- to long-term, are a product of better relationships, not better negotiating skill. (Mostly.) You cant behave in a calm, rational manner. Youve got to be out there on the lunatic

fringe. Jack Welch 88. In the immortal words of ex-GE Vice Chairman Larry Bossidy, more or less, Realism rocks. (Bullshit artist and great salesperson, contrary to conventional wisdom, are Diametric Opposites. Truthteller and Great Salesperson is more like it.) 89. Be the first to tell the Client bad news (e.g., slipped delivery); his intelligence sources will tell him fastyou want to

be there first with your story and to enhance your rep as Truthteller! 90. Work like hell to get a reputation as a valued industry expert, to become an industry resource. 91. Work the Trade Association angle for all its worthit may take a decade to pay offe.g., when you become an officer or are on an important panel or testify Before Congress. 92. PAY YOUR DUES IN THE CLIENT ORG AND IN YOUR OWN ORG! 93. Its all bloody tactics. 94. You must ... LOVE .... the product! (Period.)

95. YOU MUST LOVE THE PRODUCT! 96. Dont over-schedule. Running late is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt. 97. Women are better salespeople. (See Addendum.) 98. Women alone understand Women. 99. Actually, Women by and large understand Men better than Men understand Men. 100.Women purchasers buy Stories and recommendations.

101. Women take longer to become Loyal purchasers, but then stay Loyal. 102. Men buy Stats. 103. Men decide fast, but are fickle. 104. Men & Women are VERY, VERY Different. 105. Women buy most things. Consumer. Increasingly, professional goods and services. 106. Womens Market is Opportunity #1. 107. Boomers. Many, many. Lots & lots & lots of $$$. 108. Boomers-Geezers are very different purchasers than those

in other categories. 109. It takes time to get to know people. (DUH.) 110. The very idea of efficiency in relationship development is ... STUPID. 111. MBWA (still) rules. 112. Preparing the soil is the first 98 percent. (Or more.) 113. WORK THE PHONES! 114. Rule 5K-5M: 5K miles for a 5-Minute meeting often

makes sense. (Yes, often.) (Even with constrained travel budgets.) (Thanks, super-agent Mark McCormack.) 115. Become a student! Study great salespeople! (Including Presidents.) (Natural is a little bit truebut then Naturals are always the ones who study hardest e.g., Jerry Rice.) 116. Become a student! Yes, you can study Relationship Building. So, study 117. Beware complexifiers and complicators. (Truly smart people ... Simplify things.)

118. The smartest guy in the room rarely winsalas, he usually is aware hes the smartest guy. (And neednt waste his time on that soft relationship crap.) 119. Be kind. It works. 120. Be especially kind when there are screw-ups. (Theres plenty of time later to Play the Great Accountability Game.) 121. Presidents never tire of being treated like

Presidents. 122. Luck matters. So: Good luck! ADDENDUM: Women Rock as Salespersons (From Item #98.) And the answers are? TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance?

Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch with others? Source: Selling Is a Womans Game: 15 Powerful

Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson EXCELLENCE. ALWAYS. Bonus GRANT NELSON

BOYD BOSSIDY GRANT Grant from the seminal biography by: Jean Edward Smith

A generation of American officers had been schooled to believe the art of generalship required rigid adherence to certain textbook theorems./151 The nature of Grants greatness has been a riddle to many observers. did not hedge his bets disregarded explicit instructions nothing to fall back on violating every maxim held dear by the military profession new dimension: ability to learn from the battlefield finished near the bottom of his [West Point] class in tactics carried the fight to the enemy maintain the momentum of the attack military greatness is the ability to recognize and respond to opportunities presented./152-3 Grant

had an aversion to digging in./153 Grant had an intangible advantage. He knew what he wanted./153 Grants seven-mile dash changed the course of the war./157 The one who attacks first will be victorious./158 dogged/159 unconditional surrender/162 simplicity and determination/166 quickness of mind that allowed him to make on the spot adjustments [his] battles were not elegant set-piece operations/166 [other Union general] preferred preparation to execution became a friend of detail suffered from the slows /170 Message to Halleck from McClellan: Do not hesitate to arrest him [following great victory]/172 learned how

to withstand attacks from the rear [Army politics]/179 He never credited the enemy with the capacity to take the offensive./185 tenacity [like Wellington]/187 I havent despaired of whipping them yet [at avery low point]/195 Both sides seemed defeated and whoever assumed the offensive was sure to win./200 inchoate bond [between Grant and soldiers]/201 The genius of Grants command style lay in its simplicity. Grant never burdened his division commanders with excessive detail. no elaborate staff conferences, no written orders prescribing deployment. Grant

recognized the battlefield was in flux. By not specifying movements in detail, he left his subordinate commanders free to exploit whatever opportunities developed./202 If anyone other than Grant had been in command, the Union army certainly would have retreated./204 Lincoln (urged to fire Grant): I cant spare this man; he fights./205 Grant turned defeat into Union victory./206 moved on intuition, which he often could not explain or justify./208 instinctive recognition that victory lay in relentlessly hounding a defeated army into surrender./213 Nathan Bedford Forrest, successful Confederate commander: amenable to no

known rules of procedure, was a law unto himself for all military acts, and was constantly doing the unexpected at all times and places./213 The commanding general would be in the field/228 Lincoln: What I want, and what the people want, is generals who will fight battles and win victories. Grant has done this and I propose to stand by him./231 retains his hold upon the affections of his men/232 Grants moral couragehis willingness to choose a path frrom which there could be no returnset him apart from most

commanders were [Grant and Lee] were uniquely willing to take full responsibility for their actions./233 modest honest nothing could perturb never faltered /233 plan was breathtakingly simple but fraught with peril/235 demonstrating the flexibility that had become his hallmark/238 But like any West Point trained general, he had difficulty comprehending what Grant was up to /240 recognized the value of momentum throw off balance blitzkreig traveling light headquarters in the saddle/243 acted as quartermaster/243 [rushed away so that he couldnt receive Hallecks order] like Lord Nelson telescope

to his blind eye pressing ahead on his own/245 focus on the enemys weakness rather than his own/250 "The art of war is simple enough. Find out where your enemy is. Get at him as soon as you can. Strike at him as hard as you can and as often as you can, and keep moving on." Grant,

courtesy Richard Cauley at tompeters,com (original source unknown) The art of war does not require complicated maneuvers; the simplest are the best, and common sense is fundamental. From which one might wonder how it is generals make blunders; it is

because they try to be clever. Napoleon on Simplicity, from Napoleon on Project Management by Jerry Manas. Above all the troops appreciated Grants unassuming manner. Most generals went about attended by a retinue of immaculately tailored staff officers. Grant usually rode alone, except for an orderly or two to carry messages if the need arose. Another soldier said the soldiers looked on Grant as a friendly partner, not an arbitrary commander. Instead of cheering as he rode by, they would greet

him as they would sddress one of their neighbors at home. Good morning, General, Pleasant day, General There was no nonsense, no sentiment; only a plain businessman of the republic, there for the one single purpose of getting that command over the river in the shortest time possible. [Grant: 5-feet 8-inches with a slouch]/232 After the victory at Chattanooga: The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he

passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth./ 281 Grant was unhappy about going into winter quarters. He saw no reason to keep the army idle, and the pause would give the rebels time to reorganize./282 The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. When General Grant reached the line of

ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.* *quote within a quote from diary of a Confederate soldier

From LEE KENNETTs SHERMAN: Grant tended to be a simple listener when these two strategies [for taking Vicksburg] were being discussed. His own preference may have been impelled as much by natural inclination as by any arguments he heard. He wrote afterward: One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished./ 202 This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless

horsemanship and his determination, but also it is the first known example of a very important peculiarity of his character: Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press on

turning back was not an option for him. Michael Korda, Ulysses Grant CWVA to MBWA: In these days of telegraph and steam I can command while traveling and visiting about. U.S. Grant Managing by wandering around HP circa 1980

Source: Ulysses S. Grant, by Geoffrey Perret TPs take: Intuition takes precedence (listen attentively but act on intuition) Move today > perfect plan tomorrow [subsequent Patton line] Great advantage: When moving, you know what youre up to and youre moving [the one sitting still is, thence, always reactive] [Boyd: quickest O.O.D.A. loops/Observe. Orient. Decide. Act. Disorient enemy] Action! ... Keep moving! Engage! Offense! [weakness-strength: cant even imagine enemy counter-attacking; little conception of defense] Momentum! .

Keep em off balance Adjust Adapt Opportunism! Constantly revise in accordance with conditions and opportunities in the field [life = excellence at Plan B] Doggedness Relentless!! [trait shaped in early childhhood] Never retreat Simplicity! Wide latitude for division commanders minimum written orders, conferences, etc keep his own council HQ is Grant & his horse no retinue! commune with soldiers/exude quiet confidence/Approachable decent Self-accountability! Evade orders (or ignore) Share harm & hardship total victory/ demand unconditional surrenderGs first claim to fame [Nelson:

other Admirals avoid loss, friend and foe as in Grants case vs Nelsons seek victory] [Life 101: politics between the Generals: E.g., Grant & Halleck] Insubordinate (when it comes to delays)/N Action-oriented/Offense/ Total victory/N Relentless Troop Commander par Excellence/N

Leeway to Commanders/N The only way to whip an army is to go out and fight it. Grant Source: John Mosier, Grant NELSON

The Nelson Bakers Dozen 1. Simple-clear scheme (Plan) (Not wildly imaginative) (Patton: A good plan executed with vigor right now tops a perfect plan executed next week.) 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING GOAL/MISSION/PURPOSE/QUEST 3. Conversation: Engagement of All Leaders 4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability swift/Micromanagement absent 5. LED BY LOVE (Lambert), NOT AUTHORITY (Identify with sailors!) 6. Instinct/Seize the Moment/Impetuosity (Boyds OODA Loops: React more

quickly than opponent, destroy his world view) 7. VIGOR! (Zander: leader as Dispenser of Enthusiasm) 8. Peerless Basic Skills/Mastery of Craft (Seamanship) 9. Workaholic! (Duty first, second, and third) 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In Harms Way) (Gandhi: You must be the change you wish to see in the world/ Giuliani: Show up!) 11. Genius (Transform the world to conform to their ideas, Triumph over rules) (Gandhi, Lee-Singapore) , not Greatness (Make the most of their world) 12. Luck! (Right time, right place; survivor) (Lucky Eagle vs Bold Eagle)

13. Others principal shortcoming: ADMIRALS MORE FRIGHTENED OF LOSING THAN ANXIOUS TO WIN Source: Andrew Lambert, Nelson: Britannias God of War Nelsons Way: A Bakers Dozen/Short 1. Simple scheme. 2. Noble purpose! 3. Engage others. 4. Find great talent, let it soar! 5. Lead by Love!

6. Trust your gut, not the focus group: Seize the Moment! 7. Vigor! 8. Master your craft. 9. Work harder than the next person. 10. Show the way, walk the talk, exude confidence! Start a Passion Epidemic! 11. Change the rules: Create your own game! 12. Shake of the pain, get back up off the ground, the timing may well be right tomorrow! (E.g., Get lucky!)

13. By hook or by crook, quash your fear of failure, savor your quirkiness and participate fully in the fray! Source: Andrew Lambert, Nelson: Britannias God of War [other] admirals more frightened of losing than anxious to win

On NELSON: He above all encouraged (and prepared) his subordinates to seize the initiative whenever necessary, particularly in the fog of war and the men who served under him knew what he expected.

Jay Tolson, on The Nelson Touch, The Battle That Changed The World tireless self-promoter, sought hero status, sought patronage [suck up] guts, courage, master of his craft passion for pleasures of the flesh, driven by duty, obsessed (no work-life balance) autocratic, dictatorial team player, practitioner of participative management 200 years before it was popularized, loved hanging out with the lads mans man, ladys man diligent manager (eg, logistics),

powerfully inspirational, spiritual, passionate ambitious, aggressive, confident, impulsive, rarely cautious or circumspect, risk-taker emotional, spiritual, expressed feelings openly, classless, fair, self-sacrificing, encouraging, optimistic unconventional, did not get along well with superiors xenophobic, immodest, impatient, intolerant, imprudent in public and in private led from the front, zeal for action, despair over bureaucrats (I hate the pen and ink men), lucky Stephanie Jones & Jonathan Gosling, Nelsons Way: Leaderhip Lessons from the Great Commander

Fisherisms Do right and damn the odds. Stagnation is the curse of life. The best is the cheapest. Emotion can sway the world. Mad things come off. Haste in all things. Any fool can obey orders. History is a record of exploded ideas.

Life is phrases. Source: Jan Morris, Fishers Face, Or, Getting to Know the Admiral We must have no tinkering! No pandering to sentiment! No regard for susceptibilities! We must be ruthless, relentless, and remorseless. Jan Morris, Fishers Face,

Or, Getting to Know the Admiral extraordinary arrogance, superciliousness, humor, kindness, effrontery Jan Morris on Lord Admiral Jack Fisher, Fishers Face, Or, Getting to Know

the Admiral BOYD He who has the quickest O.O.D.A. Loops* wins! *Observe. Orient. Decide. Act. /Col. John Boyd OODA Loop/Boyd Cycle

Unraveling the competition/ Quick Transients/ Quick Tempo (NOT JUST SPEED!)/ Agility/ So quick it is disconcerting (adversary over-reacts or under-reacts)/ Winners used tactics that caused the enemy to unravel before the fight (NEVER HEAD TO HEAD) BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

Fast Transients Buttonhook turn (YF16: could flick from one maneuver to another faster than any aircraft) BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) Blitzkrieg is far more than lightning

thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity. Robert Coram, Boyd Re-arrange the mind of the enemy T.E. Lawrence Float like a butterfly, sting like a bee BOYD: The Fighter Pilot Who Changed

the Art of War (Robert Coram) Ali F86 vs. MiG/Korea/10:1 Bubble canopy (360 degree view) Full hydraulic controls (The F86 driver could go from one maneuver to another faster than the MiG driver) MiG: faster in raw acceleration and

turning ability; F86: quicker in changing maneuvers BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) USMC COL Mike Wyly: kept the enemy off-balance; they knew Delta Company [RVN] could show up anywhere,

anytime BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) Maneuverists BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) The stuff has got to be implicit. If it

is explicit, you cant do it fast enough. BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) Eglin Flag: 100% AGAINST ZERO DEFECTS General, if youre not having

accidents, your training program is not what it should be. You need to kill some pilots. John Boyd BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) To Be somebody or John Boyd:

to Do something BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram) If your boss demands loyalty, give him integrity. But if he demands integrity, give him

loyalty. John Boyd BOYD: The Fighter Pilot Who Changed BOSSIDY I saw that leaders placed too much emphasis on what some call high-level strategy, on

intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done Execution is a

systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

Execution is the job of the business leader. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done (Leaders

do people. Period. ) TP The Leaders Seven Essential Behaviors *Know your people and your business *Insist on realism

*Set clear goals and priorities *Follow through *Reward the doers *Expand peoples capabilities *Know yourself Source: Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done Action8/VPMR+/Peters on Bossidy *Knowledge/External Focus (Competitors/Customers) *Realism/Truth-telling

*Vision *Projects (Must add up to Vision) *Milestones *Commitment/Energy *RapidReview *Consequences (+/-) Realism is the heart of execution.

Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done "A business unit strategy should be less than fifty pages long and should be easy to understand. Its essence should be describable in one page ... If you can't describe your strategy in twenty minutes,

simply and in plain language, you haven't got a plan. Larry Bossidy robust dialogue Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done Relentless!

* *Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, Nixon-Kissinger, Gerstner, Rice, Jordan, This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grants fearless horsemanship and his determination, but also it is the first known example of a very

Grant had an extreme, almost phobic dislike of turning back and retracing his steps. If he set out for important peculiarity of his character: somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, always press

onturning back was not an option for him. Michael Korda, Ulysses Grant The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. Im not knocking education or looking for dumb people. But if you have to choose between

someone with a staggering IQ and an elite education whos gliding along, and someone with a lower IQ but who is absolutely determined to succeed, youll always do better with the second person. Larry Bossidy (Larry Bossidy & Ram Charan/ Duct Tape Rules!

Andrew Higgins, who built landing craft in WWII, refused to hire graduates of engineering schools. He believed that they only teach you what you cant do in engineering school. He started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft. D.D. Eisenhower told me, Andrew Higgins won the war for us. He did it without engineers. Stephen Ambrose/Fast Company

Ye gads: Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that school-related evaluations are poor predictors of economic success, Stanley concluded. What

did predict success was a willingness to take risks. Yet the successfailure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins We have a strategic plan. Its called doing

things. Herb Kelleher Napoleon six winning principles: Exactitude (sweat the details). Speed. Flexibility. Simplicity. Character. Moral Force. Simplicity: The art of war does not require complicated maneuvers; the simplest are the best, and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever. Character: A military leader must possess as much character

as intellect. Men who have a great deal of intelligence and little character are the least suited. It is preferable to have much character and little intellect. Source: Jerry Manas, Napoleon on Project Management 1 of 2,400 6:15A.M. A man approached JP Morgan, held up an envelope, and said, Sir,

in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent.

And paid him the agreed-upon $25,000 1. Every morning, write a list of the things that need to be done that day. 2. Do them.

EXCELLENCE. ALWAYS.

Recently Viewed Presentations

  • Great Depression

    Great Depression

    TVA. SSA. Blocks 1 and 5 - Great Depression Test - Friday 22nd. Blocks 2 and 6 - Monday 25th. Bellringer 1/15. Stock market watchdog. Built roads, bridges, etc. Created social security. Raised farm prices. Bank insurance. Controlled wages and...
  • Cardiac &amp; Smooth Muscle - Bellarmine University

    Cardiac & Smooth Muscle - Bellarmine University

    Cardiac & Smooth Muscle By: Daniel Dierfeldt Molecular Biology Cardiac Muscle Involuntary and striated muscle Cardiocyte = Muscle Cell of the Heart Short, thick, branched cells Each cell has only 1 nucleus Cardiac Muscle ~10-20μm in diameter ~50-100μm in length...
  • Overview - cste2.org

    Overview - cste2.org

    CDA for PHCR - balloted by HL7 2009. Extended and updated in PHDSC pilot project. Standards & Interoperability (S&I) Framework Public Health Reporting Initiative (PHRI) Guide to Constrain the CDA R2 Specification to support PH Reporting with two Examples of...
  • The Language of A Legal System

    The Language of A Legal System

    THE BRITISH CONSTITUTION Language and Sources Alison Riley Looking back at a dramatic period in history Revolution and civil war (1642-1649) the legal execution of a King (1649) an interlude of republican government (1649-1660) Restoration of the monarchy The glorious...
  • Phyllotaxis: biological mechanisms Seth Donoughe  Phyllotaxis A few

    Phyllotaxis: biological mechanisms Seth Donoughe Phyllotaxis A few

    Phyllotaxis: biological mechanisms Seth Donoughe Phyllotaxis A few simple assumptions about leaf growth --> Mathematical models --> Patterns observed in plants "First available space" Mitchison (1977) Based on contact-circles and an expanding apex.
  • PowerPoint Template - Europa

    PowerPoint Template - Europa

    In considering innovation, public authorities should actively seek for good practice from other public authorities. Skills: teaming up with experts on new technologies, benchmarking and matching skills The use of the internet is the most significant element in facilitating the...
  • The &quot;Roaring&quot; Twenties - Mr. Cade

    The "Roaring" Twenties - Mr. Cade

    Byng-King Crisis In 1925 the Liberals under Mackenzie King formed government Liberals were caught in corruption scandal - King's minority government suffers vote of non-confidence King asks Governor General Byng to call election Byng refuses and asks Meighen to be...
  • Fractal Analysis of Rain Fields for Communications System

    Fractal Analysis of Rain Fields for Communications System

    Systems currently in operation deal with this problem by allocating a fixed fade margin. However, for higher frequencies this is economically unfeasible as the fade margin required to provide a set quality of service becomes too high. For this reason,...