Transcript Tom Peters’ Re-imagine! Leading for Excellence SunTrust/Jacksonville/12.06.2005 Slides at … tompeters.com The Leadership I. The Basic Premise.

Tom Peters’
Re-imagine!
Leading for
Excellence
SunTrust/Jacksonville/12.06.2005
Slides at …
tompeters.com
The
Leadership
50
I. The Basic
Premise.
1. Leadership Is a …
Mutual
Discovery
Process.
Quests!
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.”
Yes!!!!!!!!!!!!!!!!!
“free to do his or her
absolute best” …
“allow its members
to discover their
greatness.”
II. The
Leadership
Types.
2. Great Leaders on Snorting
Steeds Are Important – but
Great Talent
Developers (Type I
Leadership) are the Bedrock
of Organizations that Perform Over
the Long Haul.
Les Wexner: From
sweaters to
people!
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
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) Talent
Fanatic …
(2) Visionary …
(3) Inspired Profit
Mechanic.
III. The
Leadership
Dance.
6. Leaders …
SHOW UP!
MBWA
7. Leaders …
LOVE the
MESS!
“If you don’t like
change, you’re
going to like
irrelevance even
less.”
—General Eric Shinseki, Chief of Staff. U. S. Army
8. Leaders
“Execution is
the job of the
business
leader.”
—Larry Bossidy & Ram Charan/
Execution: The Discipline of Getting Things Done
“We have a
‘strategic’ plan.
It’s called doing
things.”
— Herb Kelleher
9. BUT … Leaders
Know When to
Wait.
Tex Schramm:
The
“too hard”
box!
10. Leaders
FOCUS!
“To
Don’t ”
List
11. Leaders …
Set CLEAR
DESIGN SPECS.
Danger:
S.I.O.
(Strategic
Initiative Overload)
IV. If It’s Not
Broken …
Break It!
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
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
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)
V. Create.
17. Leaders Put
INNOVATION
First!
“A focus on cost-cutting and efficiency has
helped many organizations weather the
downturn, but this approach will ultimately
Only the
constant pursuit of
innovation can ensure
long-term success.” —Daniel
render them obsolete.
Muzyka, Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
18. Leaders
Love the
Top Line!
C
*Chief
O*
Revenue
Officer
19. Leaders
Are Not
COPYCATS.
“This is an essay about what it takes to create and sell something remarkable. It is a
plea for originality, passion, guts and daring. You can’t be remarkable by following
someone else who’s remarkable. One way to figure out a theory is to look at what’s
working in the real world and determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly have in common? Or NeimanMarcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and
Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive
The thing that all these
companies have in common is that
they have nothing in common. They are
looking in the rearview mirror.
outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very
cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader
is this: The leader is the leader precisely because he did something remarkable. And
that remarkable thing is now taken—so it’s no longer remarkable when you decide to
do it.” —Seth Godin, Fast Company/02.2003
20. Leaders
Relentlessly Pursue
DRAMATIC
DIFFERENCE!
“Get better”
vs
“Get different”
21. Leaders … Make
Their Mark /
Leaders … Do Stuff
That Matters
“I never, ever thought of
myself as a businessman.
I was interested in
creating things
I would be
proud of.” —Richard Branson
VI. Value
Added
22. Leaders Push Their
W-a-y Up the
Value-added/
Intellectual Capital
Chain
Organizations
And the “M” Stands for … ?
“Systems Integrator
of choice.”/BW
Gerstner’s IBM:
(“Lou, help us turn ‘all this’
into that long-promised ‘revolution.’ ” )
IBM Global Services*
(*Integrated Systems Services Corporation)
$55B
:
23. Leaders Know that the
Value-added Revolution” rests
Emphasizing
Experiences!
upon:
“Experiences are
as distinct from
services as services
are from goods.”
Joseph Pine & James Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
Sales per Square Foot/Grocery
Albertson’s: $384
Wal*Mart: $415
Whole Foods:
$798
24. Leaders Pursue
the “Big Two”
NEW MARKET
OPPORTUNITIES
Women!
“Women are
the majority
market”
—Fara Warner/
The Power of the Purse
Thanks,
Marti
Barletta!
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. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.
10. Women’s Market = Opportunity No. 1.
Good Thinking, Guys!
“Kodak Sharpens Digital
Focus On Its Best
Customers:
Women”
—Page 1 Headline/WSJ/07.2005
BoomersGeezers!
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
VII. Technology.
25. Leaders Bet
the Farm on the
New Technology!
Power Tools
for Power
Solutions/
Strategies!
—TP
“Beware of the
tyranny of making
Small Changes to Small
Things. Rather, make
Big
Changes to
Things.”
Big
—Roger Enrico, former Chairman, PepsiCo
26. Needed? Type IV
Leadership:
Technology
Dreamer-True
Believer
The Golden Leadership
Quadrangle: (1) Talent
Fanatic … (2) Visionary …
(3) Inspired Profit Mechanic
… (4) Technology DreamerTrue Believer
VIII. Talent.
27. When It Comes to
TALENT …
Leaders Always Go
Berserk!
Brand =
Talent.
“We believe companies can increase their market cap
50 percent in 3 years. Steve Macadam at Georgia-
changed 20 of his 40
box plant managers to put
more talented, higher paid
managers in charge. He increased
Pacific
profitability from $25 million to $80 million in 2 years.”
Ed Michaels, War for Talent
DD$21M
28. Leaders
Know …WOMEN
RULE.*
*Duh.
“AS LEADERS, WOMEN
RULE: New Studies find
that female managers
outshine their male
counterparts in almost every
measure”
Title, Special Report, Business Week
29. Leaders
Hire WEIRD
The Cracked Ones Let in the Light
“Our business needs a massive
transfusion
of talent, and talent, I believe, is most
nonconformists,
dissenters and
rebels.”
likely to be found among
—David Ogilvy
30. Leaders Strongly
Urge All Employees
Follow the “BRAND
YOU” ADVENTURE
“If there is nothing
very special about
your work, no matter how
hard you apply yourself you
won’t get noticed, and that
increasingly means you won’t get
paid much either.”
Michael Goldhaber, Wired
Distinct …
or … Extinct
31. Leaders Don’t
Create “Followers”:
THEY CREATE
LEADERS!
“The Marine Corps
believes that all Marines
must learn to lead. In order
to survive the chaos and uncertainty of
war, a Marine is taught how to be
decisive, how to take care of others, and
how to take responsibility for her
actions.” —Leading from the Front, Angie Morgan and Courtney Lynch
32. Leaders Develop
Leadership Teams
that “Look Like the
Market”
Albertsons “Gets It”*
Retail analyst Burt Flickinger on Albertsons’ “tragic flaw” pre-Larry
“It was a bunch of old white
guys making erroneous
assumptions and erroneous
conclusions about women and the
multicultural consumers
that make up the majority of
Albertsons’ customers.”
Johnston:
*Only large global corporation with over 50% women (6 of 11) on its Board
IX. Passion.
33. Leaders …
“Sell”
PASSION!
“Create a
‘cause,’ not
a ‘business.’ ”
G.H.:
34. Leaders Know:
ENTHUSIASM
BEGETS
ENTHUSIASM!
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
35. Leaders Are …
in a Hurry
“Most important,
he upped the
energy level
at Motorola.”
—Fortune on Ed Zander/08.05
36. Leaders
Focus on the
SOFT STUFF!
“If I could have chosen not to tackle the IBM culture head-on, I
probably wouldn’t have. My bias coming in was toward
strategy, analysis and measurement. In comparison, changing
the attitude and behaviors of hundreds of thousands of people
is very, very hard.
[Yet] I came to see
in my time at IBM that
culture isn’t just one aspect
of the game—it is the
game.” —Lou Gerstner, Who Says Elephants Can’t
Dance
X. The “Job”
of Leading.
37.
Leaders Know It’s
ALL SALES ALL
THE TIME.
If you don’t
LOVE SALES …
find another life.
TP:
(Don’t pretend you’re a “leader.”)
38. Leaders
LOVE
“POLITICS.”
If you don’t LOVE
POLITICS … find
another life. (Don’t pretend
TP:
you’re a “leader.”)
39. 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
40. Leaders Say
“Thank
You.”
“The two most powerful things
a kind
word and a
thoughtful
gesture.”
in existence:
Ken Langone, CEO, Invemed Associates [from Ronna
Lichtenberg, It’s Not Business, It’s Personal]
41.
Leaders …
Are
The Brand
be
“You must
the
change you wish
to see in the
world.” —Gandhi
“You can’t lead a
cavalry charge if
you think you
look funny on a
horse.”
—John Peers, President, Logical Machines Corporation
42. Leaders …
GREAT
STORY!
Have a
“A key – perhaps the key
– to leadership is
the effective
communication
of a story.”
—Howard Gardner/Leading Minds:
An Anatomy of Leadership
43. Leaders love the
word …
Excellence!
Leader Job 1
Paint
Portraits of
Excellence!
XI. Introspection.
44. Leaders …
Enjoy Leading.
45. Leaders …
KNOW
THEMSELVES.
Step #1:
Buy a
Mirror!
“The First step in a
‘dramatic’ ‘organizational
change program’ is
obvious—dramatic
personal change!” —RG
46. Leaders
LAUGH!
XII. The End
Game.
47. Great Leaders
Play Offense!
“[Other]
admirals more
frightened of
losing than
anxious to win”
Nelson’s secret:
48. Great Leaders
Live on the
Edge!
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2.
3.
4.
5.
6.
7.
8.
9.
If it ain’t 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!
49. Leaders Free
the Lunatic
Within!
“You can’t behave
in a calm, rational
manner. You’ve got
to be out there on
the lunatic fringe.”
— Jack Welch
50. Leaders
(and Management Gurus)
WHEN TO
LEAVE!
Know