Transcript TRAINING/HR: Own the BRAND! (Damn it!) Tom Peters/06.18.01 1. ARE YOU AT THE HEART OF THE BRAND PROMISE? 100% OF THE TIME?

TRAINING/HR:
Own the
BRAND!
(Damn it!)
Tom Peters/06.18.01
1. ARE YOU AT THE
HEART OF THE
BRAND PROMISE?
100% OF THE TIME?
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
“Most companies tend to equate branding with the
company’s marketing. Design a new marketing
campaign and, voila, you’re on course. They are
wrong. The task is much bigger. It is about fulfilling our
potential … not about a new logo, no matter how
clever. WHAT IS MY MISSION IN LIFE? WHAT
DO I WANT TO CONVEY TO PEOPLE? HOW DO
I MAKE SURE THAT WHAT I HAVE TO OFFER
THE WORLD IS ACTUALLY UNIQUE? The brand
has to give of itself, the company has to give of
itself, the management has to give of itself. To
put it bluntly, it is a matter of whether—or not—
you want to be … UNIQUE … NOW.”
Jesper Kunde, A Unique Moment
“We are in the twilight of a society based on data. As
information and intelligence become the domain of
computers, society will place more value on the one
human ability that cannot be automated: emotion.
Imagination, myth, ritual—the language of emotion—
will affect everything from our purchasing decisions
Companies will
thrive on the basis of their stories
and myths. Companies will need to understand
to how we work with others.
that their products are less important than their
stories.”
Rolf Jensen, Copenhagen Institute for Future Studies
A&P Fun
in the Sun Store
Edgartown MA:
DO THE EMPLOYEES
BUY THIS ACT
?
HR Colleagues:
YOU—not “marketing”—
“OWN” THE
“BRAND
PROMISE”!
(If you wish.)
Titles!
Manager
Human Capital
Assets or Manager
Manager HRIS to
Employee Marketing*
*IHRIM.link (2-3.2001)
“WHO ARE
WE?”
WHAT’S
OUR
STORY?
“ WHY DOES IT
MATTER TO
THE CLIENT?”
“EXACTLY HOW DO I
PASSIONATELY
CONVEY THAT
DIFFERENCE TO THE
CLIENT ”
Message: REAL Branding is personal.
REAL Branding is integrity. REAL
Branding is consistency & freshness.
REAL Branding is the answer to WHO
ARE WE? WHY ARE WE HERE? REAL
Branding is why I/you/we [all] get out of
bed in the morning. REAL Branding
can’t be faked. REAL Branding is
a systemic, 24/7, all departments,
all hands affair.
2. Consider: You
Could Be Source
#1 of Market Cap
Enhancement.
11 September 2000
09.11.2000: HP bids
$18,000,000,000
for
PricewaterhouseCoopers
Consulting business!
[“These days, building
the best server isn’t
enough. That’s the
price of entry.”
Ann Livermore, Hewlett-Packard]
HP … Sun … GE … IBM
… UPS … UTC …
General Mills … Springs
… Anheuser-Busch …
Carpet One … Etc. … Etc.
“UPS wants to take over the
sweet spot in the endless loop
of goods, information and
capital that all the packages
[it moves] represent.”
ecompany.com/06.01 (E.g., UPS Logistics
manages the logistics of 4.5M Ford vehicles,
from 21 mfg. Sites to 6,000 NA dealers)
“ ‘Architecture’ is
becoming a commodity.
Winners will be ‘Turnkey
Facilities Management’
providers.”
SMPS Exec
“Department Head”
to …
Managing Partner,
HR Inc.
eHR*/PCC**
*All HR on the Web
**Productivity Consulting Center
Source: E-HR: A Walk through a 21st Century HR
Department, John Sullivan, IHRIM
Heroic HR*
B2E [Bus. To Employee] like B2C
HCAM [Hum. Cap. Asset Mgt.] Mindset
Brand HR
Employee Portal [not HR Portal]/
Common Employee Home Page
Ldr. for Knowledge Mgt. &
Workgroup Collaboration
Web-based HR Transactions
Etc.
*Marc Miller, IHRIM.link (6-7.2001)
“P.S.F.”: Summary
H.V.A. Projects (100%)
Pioneer Clients
WOW Work (see below)
Hot “Talent” (see below)
“Adventurous” “Culture”
Proprietary Point of View (Methodology)
W.W.P.F. (100%)/Outside Clients (25%++)
When: Now!
Maybe one [or more] of
your “PSFs” becomes
the tail that wags the
dog called Market
Cap????? [E.g.: HR-ISCustomer Service]
3. Become Member
#1 of the
TDFT/Talent
Development
Fanatics Team.
“When land was the scarce
resource, nations battled
over it. The same is
happening now for
talented people.”
Stan Davis & Christopher Meyer, futureWEALTH
“We have
transitioned from an
asset-based strategy
to a talent-based
strategy.”
Jeff Skilling, CEO, Enron
From “1, 2 or you’re out” [JW]
to …
“Best Talent in each
industry segment to build
best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent (05.17.00)
Message: Some
people are
better than other
people. Some people
are a helluva lot
better than other
people.
Sports
Franchise GM
Model 24/7:
33 Division Titles. 26
League Pennants. 14
World Series: Earl Weaver—0.
Tom Kelly—0. Jim Leyland—0.
Walter Alston—1AB. Tony
LaRussa—132 games, 6 seasons.
Tommy Lasorda—P, 26 games.
Sparky Anderson—1 season.
“Top performing companies are
two to four times more likely
than the rest to pay what it
takes to prevent losing
top performers.”
Ed Michaels, War for Talent (05.17.00)
What gets measured
gets done. What gets
paid for gets done
more. What gets paid
a lot for gets done
a lot more.
“Talented people are less likely
to wait their turn. We used to
view young people as trainees;
now they are authorities. Arguably
this is the first time the older generation
can—and must—leverage the younger
generation very early in their careers.”
Ed Michaels, War for Talent (05.17.00)
Enron
COO: Louise Kitchen,
F, 29; created
EnronOnline as
“Skunkworks”
“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: Link [rather than rank]
workers; favor interactive-collaborative
leadership style [empowerment > top-down
decision making]; sustain fruitful collaborations;
comfortable with sharing information; see
redistribution of power as victory, not surrender;
favor multi-dimensional feedback; value
interpersonal & technical skills, group &
individual 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
The New Economy …
Shout goodbye to
“command and control”!
Shout goodbye to hierarchy!
Shout goodbye to “knowing
one’s place”!
Women’s Stuff =
New Economy Match
Improv skills
Relationship-centric
Less “rank consciousness”
Self determined
Trust sensitive
Intuitive
Natural “empowerment freaks” [less
threatened by strong people]
Intrinsic [motivation] > Extrinsic
“Boys are trained in
a way that will make
them irrelevant.”
Phil Slater
4. Diversity
PAYS. BIG
TIME.
“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
5. Training/HR [Writ
Large] Is a/the Primary
Talent Attractant.
“New Economy
changes how
firms treat
layoffs”
Headline, USA Today (03.19.2001)
New World of Work
< 1 in 10 F500
#1: Manpower Inc.
Freelancers/I.C.: 16M-25M
Temps: 3M (incl. CEOs & lawyers)
Microbusinesses: 12M-27M
Total: 31M-55M
Source: Daniel Pink, Free Agent Nation
“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
“You are the storyteller
of your own life, and you
can create your own
legend or not.”
Isabel Allende
Minimum New Work SurvivalSkillsKit2001
Mastery
Rolodex Obsession (vert. to horiz. “loyalty”)
Entrepreneurial Instinct
CEO/Leader/Businessperson/Closer
Mistress of Improv
Sense of Humor
Intense Appetite for Technology
Groveling Before the Young
Embracing “Marketing”
Passion for Renewal
Brand You, Big Time!
I AM AN
ARMY OF
ONE
We are the Army
of One’s Supply &
Engineer Corps!
HR:
6. Pursue/Train/
Encourage
“WEIRD.”
“Wealth in this new regime flows
directly from innovation, not
optimization. That is, wealth is not
gained by perfecting the known,
but by imperfectly seizing the
unknown.”
Kevin Kelly, New Rules for the New Economy
Saviors-in-Waiting
Disgruntled Customers
Fringe Competitors
Rogue Employees
Edge Suppliers
Wayne Burkan, Wide Angle Vision: Beat the
Competition by Focusing on Fringe Competitors,
Lost Customers, and Rogue Employees
?????: Get better
organized to do good
work
vs.
Get better disorganized
to do great work
“But don’t we
need some
grout between
the tiles?”
7. Do You
EMBRACE—or Fight—
the WCR/White
Collar Revolution?
80,000?
108 X 5
vs.
8 X 1*
* 540 vs. 8 (-98.5%)
IBM’s Project eLiza!
8. Can You Imagine
HR/Your ENTIRE
Corporation Online/INTERNET
Standard?
9. What Does
ENRON Have to
Teach Us?
ORACLE?
90+%
10. Goal:
of
Training/Learning/HR
EXPERIENCES Online/I’net by 01.01.2003.
11. Are You a NO-BULL
Candidate for …
LEADER OF THE
E-BUSINESS TEAM?
WebWorld = Everything
Web as a way to run your business’s innards
Web as connector for your entire supply-demand chain
Web as “spider’s web” which re-conceives the industry
Web/B2B as ultimate wake-up call to
“commodity producers”
Web as the scourge of slack, inefficiency, sloth,
bureaucracy, poor customer data
Web as an Encompassing Way of Life
Web = Everything (P.D. to after-sales)
Web forces you to focus on what you do best
Web as entrée, at any size, to World’s Best at Everything
as next door neighbor
“One cannot be tentative
about this. Excuses like ‘channel
conflict’ or ‘marketing and sales aren’t
ready’ cannot be allowed. Delay and
you risk being cut out of your own
market, perhaps not by traditional
competitors but by companies you
never heard of 24 months ago.”
Jack Welch [07.00/Forbes.com]
Message: eCommerce
is not a
technology play! It is a
relationship, partnership,
organizational and
communications play, made
possible by new
technologies.
Message: There
is no such
thing as an effective B2B or
Internet-supply chain
strategy in a low-trust,
bottleneckedcommunication, six-layer
organization.
“Ebusiness is about rebuilding
the organization from the
ground up. Most companies today
are not built to exploit the Internet.
Their business processes, their
approvals, their hierarchies, the
number of people they employ … all of
that is wrong for running an
ebusiness.”
Ray Lane, Kleiner Perkins
“There’s no use trying,” said Alice.
“One can’t believe impossible things.”
“I daresay you haven’t had much
practice,” said the Queen. “When I was
your age, I always did it for half an
hour a day. Why, sometimes I’ve
believed as many as six impossible
things before breakfast.”
Lewis Carroll
I’net …
allows you to
dream dreams
you could never
have dreamed
before!
…
12. HR/Training
Must Be
Employee-driven.
“H.R.” to “H.E.D.” ???
Human
Enablement
Department
“Firms will not ‘manage the
careers’ of their employees. They
will provide opportunities to
enable the employee to develop
identity and adaptability and
thus be in charge of his or her
own career.”
Tim Hall et al., “The New Protean Career Contract”
“The Web enables total transparency.
People with access to relevant
information are beginning to challenge
any type of authority. The
stupid,
loyal and humble customer,
employee, patient or citizen
is dead.”
Kjell Nordstrom and Jonas Ridderstrale,
Funky Business
Welcome to
D.I.Y. Nation!
“Changes in business processes will
emphasize self service. Your costs as
a business go down and
perceived service goes up
because customers are conducting it
themselves.”
Ray Lane, Oracle
Anne Busquet/ American Express
Not: “Age of the Internet”
“Age of
Customer
Control”
Is:
Amen!
“The Age of the
Never Satisfied
Customer”
Regis McKenna
“HR Employee
Self-Service/
ESS”
John Pask/IHRIM
“Managing Benefits:
Let Workers Do It”
Source: Headline, Money & Medicine, New
York Times (12.06.00); cited are specialist
companies such as eBenX and Vivius
of Minneapolis
“Systems supporting one-toone employee relationships
will add competitive
advantage.” “Employees
expect far more access and
control over their own
information.”
Source: IHRIM.link (2-3.2001)
*Business to Employee (IHRIM.link)
“Customer Service” is DEAD.
“One-to-One” is DEAD.
Welcome to: ????
[??? = We live together in seamlessresponsive harmony with all Members of
the Value Chain. We Create together. We
Fulfill together. We Learn together. We
Adjust together. All old categories—
which imply separation and linearity and
hierarchy and do-it-to-themism—
must die.]
13. T/D >
1.0
3 Weeks in May
“Training” & Prep: 187
“Work”: 41
(“Other”: 17)
1%
vs.
367%
Divas do it. Violinists do it.
Sprinters do it. Golfers do it.
Pilots do it. Soldiers do it.
Surgeons do it. Cops do it.
Astronauts do it. Why don’t
businesspeople do it
[very much]?
“We”
are not
serious!
Conclusion:
14. Drop
“Training.”
Embrace
LEARNING.
You “train” rats and
rhesus monkeys.
Humans [Esp. in
“Intellectual Capital”
Jobs] … LEARN.
15. Drop “Learning.”
Embrace
FORGETTING.
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 corporation as we know it,
which is now 120 years old, is
not likely to survive the
next 25 years. Legally and
financially, yes, but not
structurally and economically.”
Peter Drucker, Business 2.0 (08.00)
Built to Last v. Built to Flip
“The problem with Built to Last is that it’s a
romantic notion. Large companies are
incapable of ongoing innovation, of
ongoing flexibility. Increasingly,
successful businesses will be
ephemeral. They will be built to yield
something of value—and once that
value has been exhausted,
they will vanish.”
Fast Company (03-00)
The [New] Ge Way
DYB.com
16. How Do You
“Train” for
AMBIGUITY?
<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
21st century: 1000X 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
“Most of our
predictions are based
on very linear thinking.
That’s why they will
most likely be wrong.”
Vinod Khosla, in “GIGATRENDS,” Wired 04.01
“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
“We are in a
brawl with no
rules.”
Paul Allaire
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!)
17. All It
Takes Is
One!
Topic: Boss-free
Implementation of
STM /Stuff That
MATTERS!
World’s Biggest Waste …
Selling “Up”
THE IDEA:
Model F4
Find a Fellow
Freak Faraway
Heart of the Matter
F2F!/K2K!/
1@T/R.F!A.*
*Freak to Freak/Kook to Kook/
One at a Time/ Ready.Fire!Aim.
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
Joe J. Jones
1942 – 2001
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
HIM!
LET
18. Quit
Bitching.
MASTER
POLITICS!
Message: It’s
Community
Organizing, stupid!
See: Saul Alinsky’s
Rules for Radicals
Politics
Rules!
Project Team Golden
Leadership Triangle
(1) Champion-Maniac.
(2) Implementer-Pol.
(3) Schedule &
Budgets Fanatic.
It AIN’T
about the science. It’s
NEVER about the
science. It’s ALWAYS
about the PASSION for
the IDEA.
Message to “scientists”:
19. ALL
HR/Training Must
Be
WOW!
(Measure It.)
“The ‘surplus society’ has a surplus of
similar companies, employing
similar people, with similar
educational backgrounds, coming up
with similar ideas, producing
similar things, with similar prices
and similar quality.”
Kjell Nordstrom and Jonas Ridderstrale,
Funky Business
“Companies have defined
so much ‘best practice’
that they are now more or
less identical.”
Jesper Kunde, A Unique Moment
The Raw Material …
The WOW
Project!
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
“Every project we take
on starts with a question:
How can we do what’s
never been done
before?”
Stuart Hornery, CEO, Lend Lease
Your Current Project?
1. Another day’s work/Pays the
rent.
4. Of value.
7. Pretty Damn Cool/Definitely
subversive.
10. WE AIM TO CHANGE THE
WORLD. (Insane!/Insanely
Great!/WOW!)
“Learn not to
be careful.”
Photographer Diane Arbus
to her students (Careful = The sidelines,
per Harriet Rubin in The Princessa)
20. Become
DESIGN
Obsessed!
“We don’t have a good language to talk
about this kind of thing. In most people’s
vocabularies, design means veneer. … But
to me, nothing could be further from the
Design is
the fundamental soul
meaning of design.
of a man-made creation.”
Steve Jobs
Design “is” … WHAT &
WHY I LOVE.
LOVE.
I
LOVE
my ZYLISS
Garlic Peeler!
Design “is” … WHY I
GET MAD.
MAD.
Wanted: Dead
[preferably] or Alive:
THE DESIGNER OF
MY RADIO SHACK
PHONE. Major
Reward!
Design is never
neutral.
DESIGN is the
principal difference
between love and hate!
Hypothesis:
THE BASE CASE: I am a design fanatic. Personally,
though not “artistic,” I’m a cool-stuff guy. I love what
I love and I hate what I hate. [Openly.]
But it goes
[much] further, far beyond the personal. Design has
become a professional obsession.
I—SIMPLY—BELIEVE THAT DESIGN PER SE IS
THE PRINCIPAL REASON FOR EMOTIONAL
ATTACHMENT [or detachment] RELATIVE TO A
PRODUCT OR SERVICE OR EXPERIENCE.
Design, as I see it, is arguably the #1 determinant of
whether a product-service-experience stands out … or
doesn’t. Furthermore, it’s “one of those things” …
that damn few companies put—consistently—on the
front burner.
Message:
“Services” are Not Intangible!
You “give off” hundreds of
design cues … daily!
YOU ARE A DESIGNER!
First Steps: “Beauty Contest”!
• Select one form/document: invoice, air
bill, sick leave policy, customer returnsclaim form
• Rate the selected doc on a scale of 1 to 10
[1 = Bureaucratica Obscuranta/ Sucks; 10
= Work of Art] on three dimensions:
Beauty, Grace, Clarity
• Re-invent!
• Repeat, with a new selection, every 15
working days.
Design for
Delight
book title, Tate Modern
21. Become an
EXPERIENCE
Fanatic!
“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
“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 that’s not work or
home. It’s 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
“Car designers need to create a
story. Every car provides an
opportunity to create an adventure.
…
“The Prowler makes you smile.
Why? Because it’s focused. It has a
plot, a reason for being, a passion.”
Freeman Thomas, co-designer VW Beetle; designer
Audi TT
Hmmmm(?): “Only” Words …
Story
Adventure
Smile
Focus
Plot
Passion
Plot
Williams Sonoma = 5 [was 10]
Crate & Barrel = 8
Sharper Image = 9+
Smith & Hawken = 8+
Garnet Hill = 9
L.L. Bean = 4 [was 9+]
Colonial Williamsburg = ?
The “Experience Ladder”
Experiences
Services
Goods
Raw Materials
1940: Cake from flour, sugar (raw
materials economy): $1.00
1955: Cake from Cake mix (goods
economy): $2.00
1970: Bakery-made cake (service
economy): $10.00
1990: Party @ Chuck E. Cheese
(experience economy) $100.00
Message:
“Experience” is the
“Last 80%”
“Experience” applies to
all work!
HP Revisited
PWC Consultants lead Business
Re-invention Process (“Experience
Economy”)
Fabulous Customer Service (“Service
Economy”)
Terrific Servers (“Goods Economy”)
“Experience”: Home
to [tomorrow’s]
Market Cap!
22. Understand
the New Market.
LEAD!
(Damn it.)
?????????
Home Furnishings … 94%
Vacations … 92%
Houses … 91%
Consumer Electronics … 51%
Cars … 60% (90%)
All consumer purchases … 83%
Bank Account … 89%
Health Care … 80%
$4.8T > Japan
9M/27.5M/$3.6T >
Germany
Read This Book …
EVEolution:
The Eight Truths of
Marketing to Women
Faith Popcorn & Lys Marigold
STATEMENT OF PHILOSOPHY: I am a
businessperson. An analyst. A pragmatist. The
enormous social good of increased women’s
power is clear to me; but it is not my bailiwick.
My “game” is haranguing business leaders
about my fact-based conviction that women’s
increasing power—leadership skills
and purchasing power—is the strongest and
most dynamic force at work in the American
economy today. Dare I say it as a long-time Palo
Altan … THIS IS EVEN BIGGER THAN THE
INTERNET!
Tom Peters
“ ‘Age Power’ will
st
rule the 21 century,
and we are woefully
unprepared.”
Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
Subject: Marketers & Stupidity
“It’s 18-44,
stupid!”
Subject: Marketers & Stupidity
“18-44 is
stupid,
stupid!”
Or is it:
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64: +47%)
Aging/“Elderly”
$$$$$$$$$$$$
“I’m in charge!”
No: “Target Marketing”
Yes:
“Target
Innovation” & “Target
Delivery Systems”
23. Are You Ms.
TECHNICOLOR?
The Cracked Ones Let in the Light
“Our business needs a massive
transfusion of talent, and talent, I
believe, is most likely to be found
among non-conformists,
dissenters and rebels.”
David Ogilvy
enough
weird people in
“Are there
the lab these days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
24. Are You a
Certified
RADICAL?
“Create a
‘cause,’ not
a ‘business.’ ”
Gary Hamel, Fortune (06.00), on re-inventing a
company (Exemplar #1: Charles Schwab)
“I am a
dispenser of
enthusiasm.”
Ben Zander:
25. Heed
Indefatigable
“indefatigable” … “courage” … “love the
thrill of the hunt” … “must not have
just a desire to win, but a need to
win” … “enjoy doing things they don’t
know how to do” … “seek out discomfort
zones in order to gain new experiences”
… “willing to piss people off” …
“LEADERS NEED TO BE THE ROCK OF
GIBRALTAR ON ROLLER BLADES”
“Hire smart – go
bonkers – have grace
– make mistakes –
love technology –
start all over again.”
“Leadership is the
PROCESS of
ENGAGING PEOPLE in
CREATING a LEGACY
of EXCELLENCE.”
“I don’t
know.”
Karl Weick
“The leader who says ‘I don’t know’ essentially
says that the group is facing a new ballgame
where the old tools of logic may be its undoing
rather than its salvation. To drop these tools is
not to give up on finding a workable answer. It is
only to give up on one means of answering that
is ill-suited to the unstable, the unknowable, the
unpredictable. To drop the heavy tools of
rationality is to gain access to lightness in the
form of intuitions, feelings, stories, experience,
active listening, shared humanity, awareness in
the moment, capability for fascination, awe,
novel words and empathy.”—Karl Weick
YOU
CAN’T KEEP UP!
YOU DON’T HAVE
THE ANSWERS!
BossMessage2001:
“If things seem
under control,
you’re just not
going
fast enough.”
Mario Andretti
“You must be
the change
you wish to see
in the world.”
Gandhi
“I’d rather regret
the things I have
done than the
things I have not.”
Lucille Ball
“If you ask me what I
have come to do in
this world, I who am
an artist, I will reply, I
live my
life out loud.”
am here to
Emile Zola
Have you
changed
civilization
today?
Source: HP banner ad
“Let’s make a
dent in the
universe.”
Steve Jobs