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NOTE:
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LONG
Tom Peters’ X25*
EXCELLENCE.
ALWAYS.
People.
Period.
Taleo/0910.2007/San Francisco
*In Search of Excellence 1982-2007
Slides at …
tompeters.com
Establishing
Shot #1
Q4/2006
+500,000
Source: Barron’s 0922.07
Q4/2006
+500,000 = ?
Source: Barron’s 0922.07
Q4/2006
+500,000 =
+7,700,000
-7,200,000
Source: Barron’s 0922.07
Establishing
Shot #2
Flash …
The
Rich Get
Richer
Flash …
#1/100
“Best Companies to
Work for”/2005
Wegmans
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
Establishing
Shot #3
“Excellence can be obtained if you:
... care more than others think
is wise;
... risk more than others think
is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
profits,
people or
people,
profits?
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
“How to piss
away $500,000
in one easy
lesson!!”
TP:
Establishing
Shot #4
EXCELLENCE.
ASPIRATION.
2006.
Why in the
World did you
go to Siberia?
Synonyms
Purity
Transcendence
Virtue
Elegance
Majesty
Antonyms
Mediocrity
Enthusiasm.
Emotion. Excellence. Energy.
Excitement. Service. Growth.
Creativity. Imagination. Vitality.
Joy. Surprise. Independence.
Spirit. Community. Limitless
human potential. Diversity.
Profit. Innovation. Design.
Quality. Entrepreneurialism.
The Peters Principles:
Wow!
An
emotional, vital, innovative,
joyful, creative,
entrepreneurial endeavor
that elicits maximum
Enterprise* ** (*at its best):
concerted human
potential in the
wholehearted service of
others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
“To me business isn’t about
wearing suits or pleasing
stockholders. It’s about
being true to yourself,
your ideas and focusing on
the essentials.” —Richard Branson
Organizations exist
to serve. Period.
Leaders live to
serve. Period.
Summer 2007.
Organizations exist
to serve. Period.
Leaders live to
serve. Period.
Organizations exist to serve. Period.
Leaders live to serve. Period.
Passionate servant leaders, determined to create
a legacy of earthshaking transformation in their
domain (a 600SF retail space, a 4-person training department,
an urban school, a rural school, a city, a nation), create/
must necessarily create organizations which are
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair (We are all
entrepreneurs—Muhammad Yunus) of diverse individuals
(100% creative Talent—from checkout to lab, from Apple to
Wegmans to Jane’s one-person accountancy in Invercargill NZ)
is unleashed in passionate pursuit of jointly
perceived soaring purpose (= win a Nobel peace prize
like Yunus, or at least do something worthy of bragging about
and personal and
community and client service Excellence.
25 years from now to your grandkids)
Organizations exist to serve. Period.
Leaders live to serve. Period.
Passionate servant leaders, determined to
create a legacy of earthshaking
transformation in their domain create/
must necessarily create organizations
which are no less than Cathedrals in
which the full and awesome power of the
Imagination and Spirit and native
Entrepreneurial flair of diverse
individuals is unleashed in passionate
pursuit of jointly perceived soaring
purpose and personal and community and
client service Excellence.
… no less than Cathedrals in
which the full and awesome
power of the Imagination and
Spirit and native
Entrepreneurial flair of
diverse individuals is
unleashed in passionate
pursuit of … Excellence.
Such Talent unbound pursue Quests
(rapidly and
relentlessly experimenting and failing and trying
which surprise and surpass and
redefine the expectations of the individual
and the servant leader alike. The collective
“products” of these Quests offer the best
chance of achieving rapid organizational and
individual adaptation to fast-transforming
environments, and provide the nutrition for
continuing (and sometimes dramatic) reimaginings which re-draw the boundaries
of industries and communities and human
achievement and the very conception of
what is possible.
again)
In turn, such organizations, bent upon excellence
and re-imaginings based on maximizing human
creativity and achievement, will automatically
create cadres of imaginative and inspiring and
determined servant leaders who stick around to
take the organization to another level, and then
another—or, equally or more important, leave
to spread the virus of Freedom-CreativityExcellence-Transforming Purpose by pathfinding
new streets, highways and alleyways which
vitalize and revitalize, through creative
destruction, Entrepreneurial Capitalism, which
is the best hope for maximizing collective human
Freedom, Happiness, Prosperity, Wellbeing—and,
one prays, some measure of Peace on earth.
… such organizations, bent upon
excellence and re-imaginings based on
maximizing human creativity and
achievement … vitalize and
revitalize, through creative
destruction, Entrepreneurial
Capitalism, which is the best hope
for maximizing collective human
Freedom, Happiness, Prosperity,
Wellbeing—and, one prays, some
measure of Peace on earth.
Did one of ’em ever turn to the
other and say:
“Wow, I
wonder what
unimaginable new tools,
otherwise not possible,
will be brought forth
for my daughter Alice,
age 17, because of this
deal?”
Did one of ’em ever turn to the
other and say: “Wow I
wonder what
unimaginable new tools,
otherwise not possible,
will be quickly brought
forth for our customers
because of this deal?”
“I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, ‘How do I build a small firm for
Buy
a very large one
and just wait.”
myself?’ The answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
“Forbes100” from 1917 to 1987
: 39
members of
the Class of ’17 were alive in ’87; 18 in ’87
F100; 18 F100 “survivors” significantly
underperformed the market;
just
2 (2%), GE & Kodak,
outperformed the market from
1917 to 1987.
S&P 500 from 1957 to 1997:
’97;
74 members of the Class of ’57 were alive in
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
“It’s just a fact:
Survivors
underperform.”
—Dick Foster
Built to Last
vs
Built to
Change/Rock
the World
TP#1*:
Netscape!
*Where would you rather have worked for those 5 years, Netscape
or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you
rather to be able to tell someone—e.g., grandchild—that you worked?)
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
Truly, truly
All you need
to know …
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline, Economist,
April 15, 2006, Leader, page 14
Elizabeth Cady Stanton
(more or less) (circa 0331.2007)
All you need
to know …
Single
greatest act
of pure
imagination
EXCELLENCE.
CIRCA 1982.
Excellence1982: The Bedrock “Eight Basics”
1.
2.
3.
4.
5.
6.
7.
8.
A Bias for Action
Close to the Customer
Autonomy and Entrepreneurship
Productivity Through People
Hands On, Value-Driven
Stick to the Knitting
Simple Form, Lean Staff
Simultaneous Loose-Tight
Properties”
ExIn*: 1982-2002/Forbes.com
$85,000
EI: $10,000 yields $140,050
DJIA: $10,000 yields
*Forbes/Excellence Index /Basket of 32 publicly traded stocks
EXCELLENCE.
TOM. 2007.
Hire Great People
(Resilient, Passionate)
Try a Lot of Stuff
(S.A.V./R.F.A.)
aCCEPT NO LESS THAN
EXCELLENCE/PURSUE Wow!
enjoy It While It Lasts
EXCELLENCE.
1982.
Hard is soft.
Soft is hard.
Hard Is Soft
Soft Is Hard
Hard Is Soft (#s)
Soft Is Hard (people)
EXCELLENCE.
“the rules.”
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect, humane)
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative-adventures)
Decency
(respect, grace,
integrity, humane)
service
(worthy of our clients’ & extended
family’s continuing custom)
excellence
(period)
Cause
Space
Decency
service
(worthy of commitment)
(room for/encouragement for initiative-adventures)
(respect, grace, integrity, humane)
(worthy of our clients’ & extended
family’s continuing custom)
excellence
servant leadership
(period)
Cause
Space
Decency
service
excellence
servant leadership
“We are a
‘Life Success’
Company.”
Dave Liniger, founder, RE/MAX
Hire Great People
(Resilient, Passionate)
Try a Lot of Stuff
(S.A.V./R.F.A.)
all “wow” all the time
Enjoy It While It Lasts
EXCELLENCE.
ASPIRATION.
UNIVERSAL.
Jim’s
Group
Jim’s Mowing Canada
Jim’s Mowing UK
Jim’s Antennas
Jim’s Bookkeeping
Jim’s Building Maintenance
Jim’s Carpet Cleaning
Jim’s Car Cleaning
Jim’s Computer Services
Jim’s Dog Wash
Jim’s Driving School
Jim’s Fencing
Jim’s Floors
Jim’s Painting
Jim’s Paving
Jim’s Pergolas [gazebos]
Jim’s Pool Care
Jim’s Pressure Cleaning
Jim’s Roofing
Jim’s Security Doors
Jim’s Trees
Jim’s Window Cleaning
Jim’s Windscreens
Note: Download, free, Jim Penman’s book:
What Will They Franchise Next? The Story of Jim’s Group
Basement
Systems
Inc.
*Basement Systems Inc.
*Larry Janesky
*Dry Basement Science (115,000!)
*1993: $0; 2003: $12M;
2006:
$50,000,000+
Perdue, Semco, Wegmans, John Laing, Commerce Bank,
Milliken, Jim’s Group, Basement Systems Inc, Guardsmark,
“Soft
stuff”/ people,
action, Execution,
Quality of the
Experience
PPI/Professional Parking Services Inc, :
EXCELLENCE.
INNOVATE.
OR.
DIE.
InnoTacs
We become
who we hang
out with 1
Measure “Strangeness”/Portfolio Quality
Staff
Consultants
Vendors
Out-sourcing Partners (#, Quality)
Innovation Alliance Partners
Customers
Competitors (who we “benchmark” against)
Strategic Initiatives
Product Portfolio (LineEx v. Leap)
IS/IT Projects
HQ Location
Lunch Mates
Language
Board
“Normal” =
“o for 800”
Why Do I love Freaks?
(1) Because when Anything Interesting happens … it was
a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.) (Freaks are
never boring.)
(3) We need freaks. Especially in freaky times. (Hint:
These are freaky times, for you & me & the CIA & the
Army & Avon.)
(4) A critical mass of freaks-in-our-midst
automatically make us-who-are-not-so-freaky at least
somewhat more freaky. (Which is a Good Thing in freaky
times—see immediately above.)
(5) Freaks are the only (ONLY) ones who succeed—as in,
make it into the history books.
(6) Freaks keep us from falling into ruts. (If we listen to
them.) (We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
“The
Bottleneck Is at
the Top of the Bottle”
“Where are you likely to find people with the least diversity of
experience, the largest investment in the past, and the greatest
reverence for industry dogma:
At the top!”
— Gary Hamel/Harvard Business Review
The Memphis Manifesto*: Building a Community of Ideas
1. Cultivate & reward creativity.
2. Invest in the creative ecosystem.
3. Embrace diversity.
4. Nurture the creatives.
5. Value risk-taking.
6. Be authentic (emphasize uniqueness)
7. Invest in and build on quality of place.
8. Remove barriers to creativity.
9. Take responsibility for change. Development as D.I.Y.
10. Ensure that every person, especially children,
has the right to creativity. Become a
“Steward of creativity.”
*2003/The Creative 100/Memphis
Source: Richard Florida, The Rise of the Creative Class
Try it. Try it. Try it
ry it. Try it. Screw
up. Try it. Try it. Try
t. Try it. Try it. Try
t. Try it. Screw it up
t. Try it. Try it. try
What makes
God laugh?
People
making
plans!
“The secret of fast
progress is
inefficiency, fast and
furious and numerous
failures.” —Kevin Kelly
“We have a
‘strategic plan.’
It’s called doing
things.”
— Herb Kelleher
“This is so simple it sounds stupid, but it is amazing
how few oil people really understand that
you only find
oil if you drill
wells.
You may think you’re finding it
when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
“We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design
perfect, we’re already on prototype version
#5.
By the time our rivals are
ready with wires and screws, we are on version
#10. It gets back to planning
versus acting: We act from day
one; others plan how to plan—
for months.” —Bloomberg by Bloomberg
“Experiment
fearlessly”
Source: BW0821.06, Type A Organization Strategies/
“How to Hit a Moving Target”—Tactic #1
SERIOUS
PLAY
“You can’t be a serious
innovator unless and until
you are ready, willing and
able to seriously play.
‘Serious play’ is not an
oxymoron; it is the essence
of innovation.”
—Michael Schrage, Serious Play
Screw.
things.
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
Sam’s
Secret
#1!
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
“If people tell me
they skied all day
and never fell
down, I tell them to
try a different
mountain.”
—Michael Bloomberg (BW/0625.07)
Read This!
Richard Farson & Ralph Keyes:
Whoever Makes
the Most Mistakes
Wins: The Paradox
of Innovation
try.
Miss.
READY.
FIRE!
No try.
No deal.
“You miss
100% of
the shots you
never take.”
—Wayne Gretzky
Conscious
measurement
Innovation Index: How many
of your Top 5 Strategic
Initiatives/Key Projects score
8 or higher [out of 10] on a
“Weird”/ “Profound”/
“Wow”/“Game- changer”
Scale?
personal
Buy a
Mirror!
Step #1:
“Work
on me
first.”
—Kerry Patterson,
Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations
EXCELLENCE.
4/40.
(Decentralization/Execution/Accountability/6:15A.M.)
DECENTRALIZATION.
EXECUTION.
ACCOUTABILITY.
6:15A.M.
De-central-iza-tion!
Enemy
#1
I.C.D.
Inherent/Inevitable/
Immutable Centralist Drift
Note 1:
Note 2: Jim Burke’s 1-word vocabulary: “No.”
No problems =
No progress.
[Period.]
Or Is It Mike Who’s Crazy?
“Isn’t it crazy that your child
is learning different material
and being held to a different
standard than, say, your
sister’ children in another
state?” —Mike Petrilli, Fordham Institute (U.S.
News & World Report, 0305.07)
Ex-ecu-tion!
“Execution is
the job of the
business
leader.”
—Larry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
“almost inhuman
disinterestedness in
… strategy” —Josiah Bunting
on
U.S. Grant (from Ulysses S. Grant)
Relentless: “One of
my superstitions had always been
when I started to go anywhere or
not to
turn back , or stop,
to do anything,
until the thing intended was
accomplished.” —Grant
Ac-counta-bil-ity!
“GE has set a standard
of candor. … There is no
puffery. … There isn’t
an ounce of denial in
the place.”
—Kevin Sharer, CEO Amgen,
on the “GE mystique” (Fortune)
“Mr Zetsche, head of
Chrysler from 2000 to
2005, denied he should
take any responsibility for
the U.S. carmaker’s
troubles …”
—Financial Times /05.29.07
$10,000,000/Day
6:15A.M.
EXCELLENCE.
INDIVIDUAL.
BRAND YOU.
“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
BRAND YOU.
NO OPTION.
12January2006
th,
Happy 300
Brand You!
The
electrician
knows!
EXCELLENCE.
BEDROCK.
TALENT.
Hire very
good
people!
“We believe companies can increase their market cap
50 percent in 3 years. Steve Macadam at Georgia-
Pacific …
changed
20 of his
40 box plant managers
to put more talented,
higher paid managers in
charge. He increased profitability from
$25
million to
$80
million in
—Ed Michaels, War for Talent
2
years.”
INVITE THEM TO
JOIN US IN A
JOURNEY TO
EXCELLENCE!
“In the end, management
doesn’t change culture.
Management
invites
the workforce itself to
change the culture.”
—Lou Gerstner
EMPHASIZE
THE “SOFT
SKILLS.”
A Few Lessons from the Arts
Each hired and developed and evaluated in unique ways
(23 contributors = 23 unique contributions = 23 pathways =
23 personalities = 23 sets of motivators)
Attitude/Enthusiasm/Energy paramount
Re-lent-less!
“Practice is cool” (G Leonard/Mastery)
Team and individual
Aspire to EXCELLENCE = Obvious
Ex-e-cu-tion
Talent = Brand = Duh
“The Project” rules
Emotional language
Bit players. No.
B.I.W. (everything)
Delta events = Delta rosters (incl leader/s)
Diversity =
profit
“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 blackand-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
Build on
strengths
“The mediocre manager believes that most
things are learnable and therefore that the
essence of management is to identify ach
person’s weaker areas and eradicate them.
The great manager believes the opposite.
He believes that the most
influential qualities of a person
are innate and therefore that the
essence of management is to
deploy these innate qualities as
effectively as possible and so
drive performance.” —Marcus Buckingham,
The One Thing You Need to Know
53 = 53
“Never, ever again
will I evaluate anyone
using a standardized
instrument devised by
a “professional” in
inhuman Resources.”
Promise #1:
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
“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
PARC’s Bob Taylor:
“Connoisseur
of Talent”
“Do”
TALENT!
‘do’
“Leaders
people.
Period.”
—Anon.
From
sweaters to …
Les Wexner:
people!
220 workdays
= 220 “rosters”
Source: Coach K
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
< CAPEX
> People!
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
PUT HR AT THE
HEAD OF THE HEAD
TABLE. BEST
PEOPLE. NOBLEST
MISSION.
A review of Jack and Suzy Welch’s Winning claims there are but
two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance
measurement. Performance measurement based, as it usually is, on budgeting
leads to an epidemic of gaming the system. GE’s performance measurement is
divorced from budgeting—and instead reflects how you do relative to your past
performance and relative to competitors’ performance; i.e., it’s about how you
actually do in the context of what happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Putting HR on
a par with finance
and marketing.
Second:
LIVE FOR
TALENT!
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
Brand =
Talent.
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
EXCELLENCE.
AWOL.
THE SCHOOLS
FIASCO.
K-12.
“The
Creative
Age is a wideopen game.”
—Richard Florida, The Rise of the Creative Class
“Every child is born an artist.
The trick is to remain an artist.”
—Picasso
“My wife and I went to a [kindergarten] parent-teacher conference
and were informed that our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in art. We were
shocked. How could any child—let alone our child—receive a poor
His teacher
informed us that he had
refused to color within the
lines, which was a state
requirement for
demonstrating ‘grade-level
motor skills.’ ”
grade in art at such a young age?
—Jordan Ayan, AHA!
EXCELLENCE.
BEDROCK.
LEADERSHIP.
9Ps.
st
“21 -century
Leadership” =
Bunkum
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
Leader Job One
Paint
Portraits of
Excellence!
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
Ben Zander:
“I am a …
Dispenser of
Enthusiasm!”
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“The role of the Director is to create a
space where the actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“You must
be
the change you
wish to see in the
world.”
Gandhi
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“This [adolescent] incident [of getting from point A to point B] is notable
not only because it underlines Grant’s fearless horsemanship and his
determination, but also it is the first known example of a very important
Grant had an
extreme, almost phobic
dislike of turning back
and retracing his steps.
peculiarity of his character:
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
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
Relent
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“Leaders
‘SERVE’
people.
Period.”
—Anon.
Leaders Understand:
Brand =
Talent.
Leadership’s
th
10
“P”:
Promotion
“Everyone studies the brigadier
general promotion list like tarot
cards—who makes it, who
doesn’t. It communicates what
qualities are valued and not
valued.” —Colonel, unidentified, from “Challenging the
Generals,” Sunday Times Magazine, 0826.07
2 per Year/
20 per Decade =
Excellence +
Legacy
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.
10.
Avoid moderation!
“You do not merely want to
be the best of the best. You
want to be
considered the
only ones who do
what you do.”
—Jerry Garcia
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
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
“[other]
admirals more
frightened of
losing than
anxious to win”
On NELSON:
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“Excellence can be obtained if you:
... care more than others think is wise;
... risk more than others think is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
"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)
Geron-imo!