Transcript Leading in Totally Screwed Up Times: The Leadership30 Tom Peters/13 October 2001 All Slides Available at … tompeters.com.

Leading in Totally
Screwed Up Times:
The Leadership30
Tom Peters/13 October 2001
All Slides Available at …
tompeters.com
“There will be more
confusion in the
business world in the
next decade than in any
decade in history. And the
current pace of change will only
accelerate.”
Steve Case
BMcC: (1) Hierarchy vs.
“Network organization.” (2)
NWO = “Doctrine as center of
gravity”/source of motivation;
distributed support & decisionmaking;largely self-organizing;
“outside the military sphere.”
“Our military structure
today is essentially one
developed and
designed by
Napoleon.”
Admiral Bill Owens, former Vice Chairman, Joint Chiefs of Staff
From:
To:
Weapon v.
Weapon
Org structure v.
Org structure
“In an era when terrorists use
satellite phones and encrypted
email, US gatekeepers stand
armed against them with pencils
and paperwork, and archaic
computer systems that don’t
talk to each other.”
Boston Globe (09.30.2001)
Benchmarking, Perils of …
“The best swordsman in the world doesn’t
need to fear the second best swordsman
in the world; no, the person for him to be
afraid of is some ignorant antagonist who
has never had a sword in his hand before;
he doesn’t do the thing he ought to do,
and so the expert isn’t prepared for him;
he does the thing he ought not to do and
often it catches the expert out and ends
him on the spot.”
Mark Twain
“I don’t like the looks of this. Seeing
as how crazy and scattered
entrepreneurs have beaten the crap
out of the monoliths over the last 44
years in almost every situation, I
don’t like the situation. … The actual
terms of engagement work against
us. For some time, it’s going to
be ugly.”
Rich Karlgaard, Publisher, Forbes
The
Leadership30
1. Leaders Cede
Control.
“I don’t
know.”
Leaders-Teachers Do Not “Transform People”!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a luxuriant
portfolio of meaningful opportunities (projects) which
(3) allow people to fully (and safely, mostly—caveat: “they”
don’t engage unless they’re “mad about something”) express
their innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams, assisted by an
extensive self-constructed network) by which those people
(5) go to-create places they (and their mentors-teachersleaders) had never dreamed existed—and then the
leaders-mentors-teachers (6) applaud like hell, stage
“photo-ops,” and ring the church bells
100 times to commemorate the bravery of their
“followers’ ” explorations!
2. Great Leaders on Snorting
Steeds Are Important – but
Great Managers/Talent
Developers (Type I
Leadership) are the Bedrock
of Organizations that Perform Over
the Long Haul.
Sports
Franchise GM
Model24/7:
P.S.: Jack didn’t
have a vision!
3. But Then Again, There
Are Times When This
“Cult of Personality”
(Type II Leadership) Stuff
Actually Works!
“A leader is a
dealer in
hope.”
Napoleon
“[Ronald
Reagan] radiated an
almost transcendent
happiness.”
Half-full Cups:
Lou Cannon, George (08.2000)
4. Find the
“Businesspeople”!
(Type III Leadership)
I.P.M.
(Inspired Profit
Mechanic)
5. All Organizations
Need the Golden
Leadership
Triangle.
The Golden Leadership
Triangle: (1) CreatorInventor-Visionary …
(2) Talent Fanatic …
(3) Inspired Profit
Mechanic.
Renaissance Men
are … a snare, a
myth, a delusion!
6. Leaders
LOVE the
MESS!
<1000A.D.: paradigm shift: 1000s of years
1000: 100 years for paradigm shift
1800s: > prior 900 years
1900s: 1st 20 years > 1800s
2000: 10 years for paradigm shift
1000X
21st century:
tech change than
20th century (“the ‘Singularity,’ a merger
between humans and computers that is so
rapid and profound it represents a rupture
in the fabric of human history”)
Ray Kurzweil, talk april2001
CEOs
appointed after 1985 are
One Strike & You’re Out:
3X more likely to be
fired than CEOs
appointed before 1985
Warren Bennis, MIT Sloan Management Review
7. Leaders
The Kotler Doctrine:
1965-1980: R.A.F.
(Ready.Aim.Fire.)
1980-1995: R.F.A.
(Ready.Fire!Aim.)
1995-????: F.F.F.
(Fire!Fire!Fire!)
A Bias
for Action]
[ ISOE #1:
8. BUT … Leaders
Know When to
Wait.
Tex Schramm:
The
“too hard”
box!
Axioms: (1)
Pick your
battles carefully.
(2) Sometimes inaction
promotes sorting out &
preserves options.
9. Leaders
FOCUS!
“To
Don’t ”
List
1@T: (1) Neutron
JackWorld/
Jack. (Banish bureaucracy.) (2) “1, 2
or out” Jack. (Lead or leave.)
(3) “Workout” Jack.
(Empowerment, GE style.) (4) 6-Sigma
Jack. (5) Internet Jack.
(Throughout) TALENT JACK!
Leaders “dump
the
ones who brung
’em” —Nokia, HP, 3M,
PerkinElmer, Corning, Enron, etc.
10. Leaders LOVE
RAINBOWS – for
Pragmatic Reasons.
“Diversity defines the health and
wealth of nations in a new century.
Mighty is the mongrel. … The hybrid is hip. The
impure, the mélange, the adulterated, the
blemished, the rough, the black-and-blue, the
mix-and-match – these people are inheriting the
earth. Mixing is the new norm. Mixing trumps
isolation. It spawns creativity, nourishes the
human spirit, spurs economic growth
and empowers nations.”
G. Pascal Zachary, The Global Me: New
Cosmopolitans and the Competitive Edge
11. Leaders Know …
Women Roar/
Women Rule.
“AS LEADERS, WOMEN
RULE: New Studies find
that female managers
outshine their male
counterparts in almost
every measure”
Title, Special Report, Business Week, 11.20.00
Women’s Strengths Match New Economy
Imperatives: Link [rather than rank] workers;
favor interactive-collaborative leadership style
[empowerment beats top-down decision making];
sustain fruitful collaborations; comfortable with
sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional
feedback; value technical & interpersonal skills,
individual & group contributions equally; readily
accept ambiguity; honor intuition as well as pure
“rationality”; inherently flexible; appreciate
cultural diversity
Source: Judy B. Rosener, America’s Competitive Secret
12. Leaders
FORGET!
Leaders
DESTROY!
Forget>“Learn”
“The problem is never how
to get new, innovative
thoughts into your mind,
but how to get the old
ones out.”
Dee Hock
Forbes100 from 1917 to 1987: 39 members of the
Class of ’17 were alive in ’87; 18 are in ’87 F100; the
18 F100 “survivors” underperformed the market by
20%; just 2 (2%), GE & Kodak, outperformed the
market from 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the
Class of ’57 were alive in ’97; 12 (2.4%) of 500
outperformed the market from 1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction:
Why Companies That Are Built to Last Underperform the
Market
“Good management was the most
powerful reason [leading firms] failed
to stay atop their industries. Precisely
because these firms listened to their customers,
invested aggressively in technologies that would
provide their customers more and better
products of the sort they wanted, and because
they carefully studied market trends and
systematically allocated investment capital to
innovations that promised the best returns, they
lost their positions of leadership.”
Clayton Christensen, The Innovator’s Dilemma
The [New] Ge Way
DYB.com
The Gales of Creative Destruction
+29M = -44M + 73M
+4M = +4M - 0M
13. BUT … Leaders
Have to Deliver, So They
Worry About “Throwing
the Baby Out with the
Bathwater.”
“Damned If You
Do, Damned If You
Don’t, Just Plain
Damned”
Subtitle in the chapter, “Own Up to the Great Paradox: Success
Is the Product of Deep Grooves/ Deep Grooves Destroy
Adaptivity,” Liberation Management (1992)
14. Leaders …
HONOR THE
USURPERS.
Saviors-in-Waiting
Disgruntled Customers
Upstart Competitors
Rogue Employees
Fringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the
Competition by Focusing on Fringe Competitors, Lost
Customers, and Rogue Employees
enough
weird people in
“Are there
the lab these days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
15. Leaders Make
[Lotsa] Mistakes –
and MAKE NO
BONES ABOUT IT!
Sam’s
secret #1!
16. Leaders Make BIG
MISTAKES!
“Reward
excellent
failures. Punish
mediocre successes.”
Phil Daniels, Sydney exec (and, de facto, Jack)
17. Leaders Pursue
DRAMATIC
DIFFERENCE!
1st Law Mktg Physics: OVERT BENEFIT
(Focus: 1 or 2 > 3 or 4/“One Great Thing.”
Source #1: Personal Passion)
2ND Law: REAL REASON TO BELIEVE
(Stand & Deliver!)
3RD Law: DRAMATIC DIFFERENCE
(Execs Don’t Get It: “intent to purchase” – 100%;
“unique” – 0% to 5%)
Source: Jump Start Your Business Brain, Doug Hall
“Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
Peter Job, CEO, Reuters
18. Leaders
LOVE the
New Technology!
I’net …
allows you to
dream dreams
you could never
have dreamed
before!
…
100
square
feet
19. Needed? Type IV
Leadership:
Technology
Dreamer-True
Believer
The Golden Leadership
Quadrangle: (1) CreatorInventor-Visionary …
(2) Talent Fanatic …
(3) Inspired Profit
Mechanic. (4) Technology
Dreamer-True Believer
20. When It Comes to
TALENT …
Leaders Always Swing
for the Fences!
Message: Some
people are
better than other
people. Some people
are a helluva lot
better than other
people.
21. Leaders
“Manage” Their
EVP/Internal Brand
Promise.
MantraM3
Talent = Brand
What’s your company’s …
Employee Value Proposition, per Ed
Michaels et al., The War for Talent
EVP = Challenge,
professional growth,
respect, satisfaction,
opportunity, reward
Source: Ed Michaels et al., The War for Talent
22. Leaders Out
Their
PASSION!
“Create a
‘cause,’ not a
‘business.’ ”
G.H.:
BZ: “I am a …
DISPENSER OF
ENTHUSIASM!”
23. Leaders Know It’s ALL
SALES ALL THE
TIME.
If you don’t LOVE
SALES … find
another life. (Don’t pretend
TP:
you’re a “leader.”)
WHAT AN IDIOT: “Instead
of employees being in the driver’s
seat, now we’re in the driver’s
seat.”
“Coaching
is winning
players over.”
PJ:
24. Leaders
LOVE
“POLITICS.”
If you don’t LOVE
POLITICS … find
another life. (Don’t pretend
TP:
you’re a “leader.”)
25. Leaders
Give …
RESPECT!
“It was much later that I realized Dad’s
secret. He gained respect by giving it. He
talked and listened to the fourth-grade kids
in Spring Valley who shined shoes the
same way he talked and listened to a
bishop or a college president. He
was
seriously interested in who you
were and what you had to say.”
Sara Lawrence-Lightfoot, Respect
“The deepest
human need is the
need to be
appreciated.”
William James
26. Leaders …
SHOW UP!
“It is necessary for the
President to be the
nation’s No. 1 actor.”
FDR
“You must be
the change you
wish to see in the
world.”
--M.G.
27. Leaders Have a
GREAT
STORY!
“A key – perhaps the key –
to leadership is
the effective
communication
of a story.”
Howard Gardner
Leading Minds: An Anatomy of Leadership
Leaders don’t just make products
and make decisions.
Leaders make
meaning. – John Seeley
Brown
“Early in my career in the law I learned
he who has
the best story
wins.”
that …
JQ Adams/A Hopkins to T Joadson/M Freeman
28. Leaders
Create
BUZZ!
L.B.I.W.D.
Inducing Weird Demos)
(Leading By
Leaders aimed on changing their
world identify
palpable
heroes, who executed
palpable projects—they
point to these people and say to
the masses, “See, here it is, done
by one of your own.” (And then they
“deep-dip” a few of those heroes to demo their
seriousness.)
29. Leaders
Focus on the
SOFT STUFF!
“Soft” Is
“Hard”
Message: Leadership is
all about love! [Passion,
Enthusiasms, Appetite for Life,
Engagement, Commitment, Great
Causes & Determination to Make a
Damn Difference, Shared Adventures,
Bizarre Failures, Growth, Insatiable
Appetite for Change.] [Otherwise, why bother?
Just read Dilbert. TP’s final words: CYNICISM SUCKS.]
30. Leaders Know
WHEN TO
LEAVE!