Transcript All You Need to Know* *more or less Tom Peters/21June2006 All You Need to Know* *more or less.

All You
Need to
Know*
*more or less
Tom Peters/21June2006
All You
Need to
Know*
*more or less
Slides at …
tompeters.com
Astounding
Tales
THREE
BILLION NEW
CAPITALISTS
—Clyde Prestowitz
“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
“This is a dangerous world and
it is going to become more dangerous.”
“We may not be
interested in chaos
but chaos is interested
in us.”
Source: Robert Cooper, The Breaking of Nations:
Order and Chaos in the Twenty-first Century
“the
metabolically
dominant
soldier”
Source: Radical Evolution: The Promise and Peril of Enhancing Our
Minds, Our Bodies—and What It Means to Be Human, Joel Garreau
Chicagoland’s
Mystery
Disappearances …
“New Economy”!
Sergey +
Larry >
Harvard/370
All You
Need to
Know*
*more or less
Cause
“Create a
‘cause,’ not a
‘business.’’
—Gary Hamel
“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)
“Management has a lot to do with
answers. Leadership is a function of
questions. And the first question for a
‘Who do
we intend to be?’
leader always is:
Not ‘What are we going to do?’ but ‘Who
do we intend to be?’” —Max De Pree, Herman Miller
Quest
“I don’t
know.”
Source: Karl Weick
“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.”
Source: Organizing Genius/Warren Bennis & Patricia Ward
Biederman
Leadership’s Mt Everest
“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 they’ve ever
been before, more than
they’ve dreamed of
being.” —Robert Altman, Oscar acceptance
“In the end, management
doesn’t change culture.
Management
invites
the workforce itself to
change the culture.”
—Lou Gerstner
“We are a
‘life Success
Company”’
—Dave Linegar, founder, RE/MAX
Best
Story
“Storytelling
is the core
of culture.”
—Branded Nation: The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
Artist
Leader Job One
Paint
Portraits of
Excellence!
People
“Leaders
‘do’
people.”
—Anon.
Les Wexner:
From
sweaters to
people!
“Connoisseur
of Talent”
Source: Colleague on PARC’s Bob Taylor
Did We Say “Talent Matters”?
“The top software developers are
more productive than average
software developers not by a factor of
10X or 100X, or even 1,000X,
but
10,000X.”
—Nathan Myhrvold, former Chief Scientist, Microsoft
“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 profitability from $25 million to $80
million in 2 years.” —Ed Michaels, War for Talent
Pacific
Brand =
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
People II
Employees: “Are
there
enough weird
people in the lab
these days?”
V. Chmn., pharmaceutical house, to a lab director
People III
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; ie 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.
Second: Putting HR on
a par with finance
and marketing.
DD$21M
Decency
“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
Amen!
“What creates trust,
in the end, is the
leader’s manifest
respect for the
followers.”
— Jim O’Toole, Leading Change
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
Grace
Rodale’s on “Grace” …
elegance … charm …
loveliness … poetry in motion
… kindliness .. benevolence
… benefaction … compassion
… beauty
“Thank
you”
“The deepest human
need is the need to be
appreciated.”
—William James
“The two most
powerful things in
existence: a kind word
and a thoughtful
gesture.”
—Ken Langone
Say it with …
FLOWERS
Intangibles
“Hard is soft.
Soft is hard.”*
*In Search of Excellence
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 STINKS.]
Intangibles II*
(*Bonus)
Stating the Obvious:
THE PROBLEM
IS RARELY THE
PROBLEM.
OFTEN AS
NOT/MORE OFTEN
THAN NOT THE
UNDERLYING
PROBLEM IS IN
FACT NOT MUCH OF
A PROBLEM.
PERCEPTION IS
ALL THERE
IS. PERIOD.*
*From Whole Foods to IBM to the corner deli
POWER WORDS!
“I’m sorry.”
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):
Selfmanagement
“The First step in a
‘dramatic’
‘organizational change
program’ is obvious—
dramatic personal
change!” —RG
You = Your
Calendar
“You must
be
the change you
wish to see in the
world.”
Gandhi
MBWA
“You can’t lead a
cavalry charge if you
think you look funny
on a horse.”
—John Peers, President,
Logical Machine Corporation
“The first and greatest
imperative of
command is to be
present in person. Those
who impose risk must be
seen to share it.”
—John Keegan, The Mask of Command
“A body can
pretend to care,
but they can’t
pretend to be
there.”
— Texas Bix Bender
“To change minds
effectively, leaders make
particular use
of two tools: the stories
that they tell and
the lives that they
lead.”
Changing Minds
—Howard Gardner,
Curiosity
“Why?”
Ears
“If you don’t
listen, you
don’t sell
anything.”
—Carolyn Marland/MD/Guardian Group
Conformity
“While everything may be
it is also
increasingly the
same.”
better,
—Paul Goldberger on retail, “The Sameness
of Things,” The New York Times
“Companies have
defined so much ‘best
practice’ that they are
now more or less
identical.”
—Jesper Kunde,
Unique Now ... or Never
“To grow, companies need
to break out of a vicious
cycle of competitive
benchmarking and
imitation.”
—W. Chan Kim & René Mauborgne,
“Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03
“The short road
to ruin is to emulate
the methods of your
adversary.”
— Winston Churchill
Conformity II
“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/“Strategy or Revolution”/Harvard Business Review
Action
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to get
things done.” – Peter Drucker
“We have a
‘strategic’
plan. It’s called
doing things.”
— Herb Kelleher
“Execution is
the job of the
business
leader.”
—Larry Bossidy & Ram Charan/
Execution: The Discipline of Getting Things Done
Action/
Bedrock
“Realism is
the heart of
execution.”
—Larry Bossidy & Ram Charan/Execution:
The Discipline of Getting Things Done
“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)
Try It
Try It
Try It
“This is so simple it sounds stupid, but it is amazing
you
only find oil if you
drill wells.
how few oil people really understand that
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 (80%)
“We made mistakes. 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 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 plan—for months.”
—Bloomberg by Bloomberg
Culture of Prototyping
“Effective prototyping may be
the most valuable core
competence an innovative
organization can hope to have.”
Michael Schrage
Try It/
Logic of
“We are in a
brawl with no
rules.”
—Paul Allaire
S.A.V.
Screw Around Vigorously
Screw It Up
“Fail faster.
Succeed
sooner.”
David Kelley/IDEO
“Fail.
Forward.
Fast.”
–High-tech Exec/PA
“FAIL, FAIL
AGAIN. FAIL
BETTER.”
—Samuel Beckett
“Reward excellent
failures. Punish
mediocre
successes.”
Phil Daniels, Sydney exec
Read This!
Richard Farson & Ralph Keyes:
Whoever Makes
the Most Mistakes
Wins: The Paradox
of Innovation
Sam’s
Secret
#1!
“Tom, very
simple. Sam was
not afraid to
fail.”
—David Glass to TP, on the occasion of
Sam’s induction into The Sales & Marketing Hall of Fame
De-central-iza-tion!
Ex-ecu-tion!
Ac-counta-bil-ity!
6:15A.M.
Dramatic
Difference
Point of
View!/Point of
Dramatic
Difference!
7X. 730A800P.
F12A.*
*’93-’03/10 yr annual return: CB: 29%; WM: 17%;
HD: 16%. Mkt Cap: 48% p.a.
“It’s simple, really,
Tom. Hire for s,
and, above all,
promote for s.”
—Starbucks middle manager/field
“[Immelt] is now identifying
technologies with which GE
systematically
set out to build
entirely new
industries”
will …
—Strategy+Business, Fall 2005
The “Small Guys” Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever “all things for all people,” a “miniWal*Mart.)
*Never attack the monsters head
business and lukewarm customers.)
on! (Instead steal niche
*“Dramatically
Different”
(La Difference ... within our community, our industry regionally, etc … is as
obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS
COME UP SHORT.)
*Compete on value/experience/intimacy, not price. (You
ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)
*Emotional bond with Clients,
ON EMOTION/CONNECTION!!)
Vendors. (BEAT THE BIGGIES
Donnelly’s
Weatherstrip
Service
Weymouth MA
SET
THE
AGENDA.* (Period.)
Great Companies …
* “disturb the sleep of …
AGENDA SETTERS: “Set the Table”/
Pioneers/ Questors/ Adventurers
US Steel … Ford … Toyota … Sears …
GM … ITT … The Gap … Limited …
Wal*Mart … Tesco … P&G … 3M …
Intel … IBM … Apple … Nokia …
Cisco … Dell … MCI … Sun …
Microsoft … Google … Enron …
Schwab … GE … Laker … Southwest
… People Express … Ogilvy … Virgin
… eBay … Amazon … Sony …
Amgen … BMW … CNN … Nike
“But what if [former head of strategic planning at Royal
Dutch Shell] Arie De Geus is wrong in suggesting, in The
Living Company, that firms should aspire to live
forever? Greatness is fleeting and, for corporations, it
The ultimate
aim of a business organization, an
artist, an athlete or a stockbroker
may be to explode in a dramatic
frenzy of value creation during a
short space of time, rather than to
live forever.”
will become ever more fleeting.
—Kjell Nordström and Jonas Ridderstråle, Funky Business
Create
“A focus on cost-cutting and efficiency
has helped many organizations weather
the downturn, but this approach will
Only
the constant pursuit of
innovation can ensure
long-term success.”
ultimately render them obsolete.
—Daniel Muzyka, Dean, Sauder School of Business,
Univ of British Columbia (FT/09.17.04)
“Acquisitions are about
buying market share. Our
challenge is to create
markets. There is a big
difference.”
—Peter Job, CEO, Reuters
Revenue
“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
They
said, ‘Oh my gosh, you
need revenues to grow
earnings over time.’
Well, Duh!”
so many got caught, and earnings went to hell.
—Dick Kovacevich, Wells Fargo
C
*Chief
O*
Revenue
Officer
Top Line, Anyone?
Point (Advertising Age), to Phil Kotler: “Who should
the CMO
[Chief Marketing Officer] report
Kotler: “Maybe a
to?”
Chief Revenue
Officer—the cost side has been
squeezed, now companies have to focus
on top-line growth—or maybe a
Customer Officer.
Chief
(TP: Or maybe both!)
Sell
Sell
“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 day’s
events? Who is better at keeping in touch with
others?”
Source: Selling Is a Woman’s Game: 15 POWERFUL REASONS WHY
WOMEN CAN OUTSELL MEN, Nicki Joy & Susan Kane-Benson
Bonus:
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!!!! (Eg, 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”
Don’t dis competitors!!
Make her-him-target SUCCESSFUL (in a personal way)
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
Women Buy
Women Lead
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
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.
10. Women’s
Market =
Opportunity
No. 1.
The Perfect Answer
Jill and Jack buy
slacks in black…
“AS
LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
Title, Special Report/BusinessWeek
“To be a leader in
consumer products,
it’s critical to have
leaders who represent
the population we
serve.”
—Steve Reinemund/PepsiCo
????????
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by Women.”
—Headline, Economist,
April 15, 2006, Leader, page 14
Boomers Buy
Geezers Buy
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
Valueadded
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*
Services Corp.):
$55B
(*Integrated Systems
And …
MasterCard
Advisors
Valueadded II
“ ‘Disintermediation’ is overrated. Those who fear
disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way
you’ve
become
irrelevant to your
customers.”
of saying that …
—John Battelle/Point/Advertising Age/07.05
Answer: Professional Service Firm/PSF!
Department Head
to …
Managing Partner,
IS [HR, R&D, etc.] Inc.
“Game-changing Solutions”:
Core Mechanism
PSF
(Professional Service Firm “model”)
+
Wow Projects
(“Different” vs “Better”)
+
Brand You
(“Distinct” or “Extinct”)
Answer:
Experience
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
$415/SqFt
$798/SqFt
Q: “Why did you buy Jordan’s
Furniture?”
A: “Jordan’s is spectacular.
It’s all
showmanship.
Source: Warren Buffet interview/Boston Sunday Globe
C
*Chief e
O*
Xperience Officer
Love
Kevin Roberts:
Lovemarks!
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
“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 of a man-made creation.”
meaning of design.
Steve Jobs
Focus
“Dennis, you
need a ‘Todon’t ’ List !”
“I used to have a rule for myself that at
any point in time I wanted to have in
mind — as it so happens, also in
writing, on a little card I carried
around with me — the three big things
I was trying to get done.
Three.
Not two.
Not four. Not five. Not ten. Three.”
— Richard Haass, The Power to Persuade
“We will not, I
repeat not, pretend
to be ‘all things to
all people.’”
—CEO, Investec (03.06)
K.I.S.S.
450/8
Danger:
S.I.O.
(Strategic Initiative Overload)
“I wanted GE to operate with
the speed, informality, and open
communication of a corner
store. Corner stores often have
strategy right. With their limited
resources, they have to rely on
laser-like focus on doing one
thing very well.” —Jack Welch/Fortune/04.05
Relentless
“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 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
“It is no use saying
‘We are doing our
best.’ You have got
to succeed in doing
what is necessary.”
—WSC
Change
“If you don’t like
change, you’re
going to like
irrelevance even
less.”
—General Eric Shinseki, Chief of Staff. U. S. Army
“We eat
change for
breakfast!
—Harry Quadracci, QuadGraphics
“I’m not
comfortable
unless I’m
uncomfortable.”
—Jay
Chiat
“The most
successful people
are those who
are good at
‘plan B.’”
—James Yorke,
mathematician, on chaos theory in The New Scientist
Change II
We become
who we hang
out with!
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
“Don’t
benchmark,
futuremark!”
Impetus: “The future is already here; it’s just
not evenly distributed” —William Gibson
Forget
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
“Forgetting
strategy”?
Big
Change
No Wiggle Room!
“Incrementalism
is innovation’s
worst enemy.”
Nicholas Negroponte
“Beware of the tyranny of
making Small Changes to
Small Things. Rather, make
Big Changes to
Big Things.”
—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 can’t change because our brains become
“hardwired” early in life
Source: Fast Company/05.2005
Big
Bigger
Biggest
??????
“I don’t believe in economies of
You don’t get
better by being
bigger. You get
worse.”
scale.
—Dick Kovacevich/Wells
Fargo/Forbes/08.04 (ROA: Wells, 1.7%; Citi, 1.5%; BofA, 1.3%;
J.P. Morgan Chase, 0.9%)
“Forbes100” from 1917 to 1987: 39
members of the Class of ’17 were
alive in ’87; 18 in ’87 F100; 18 F100
“survivors” underperformed the
market by 20%; just 2 (2%), GE &
Kodak, outperformed the market
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
“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
New Economy?!
Genentech09,
Amgen09
> Merck09
(70K-3/394B-5)
Agressive
“[Other]
admirals more
frightened of
losing than
anxious to win”
Nelson’s secret:
Speed
“We don’t sell
insurance anymore.
We sell
speed.”
Peter Lewis, Progressive
Tempo
He who has the
quickest O.O.D.A.
Loops* wins!
*Observe. Orient. Decide. Act. / Col. John Boyd
Kevin &
Richard
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!
Sir Richard’s Rules:
Follow your passions.
Keep it simple.
Get the best people to help you.
Re-create yourself.
Play.
Passion &
Enthusiasm
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
“I am a
dispenser of
enthusiasm.”
—Ben Zander
Enthusiasm …
the ultimate
virus
“A man without
a smiling face
must not open a
shop.”
—Chinese Proverb*
*Courtesy Tom Morris, The Art of Achievement
Passion &
Enthusiasm II
“Before you can inspire with
emotion, you must be
swamped with it yourself.
Before you can move their
tears, your own must flow. To
convince them, you must
yourself believe.” —Winston Churchill
Hustle
“Most important,
upped the
energy level
he
at Motorola.”
—Fortune on Ed Zander/08.05
Sunny
“A leader is
a dealer in
hope.”
Napoleon
Sunny II
“Ronald Reagan
radiated an
almost
transcendent
happiness.”
—Lou Cannon
Aim High
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
Dream
“the wildest
chimera of a
moonstruck
mind”
—The Federalist on TJ’s
Louisiana Purchase
“Tell me, what
is it you plan to
do with your
one wild and
precious life?”
—Mary Oliver
No Limits
“You can’t behave in
a calm, rational
manner. You’ve got
to be out there on
the lunatic fringe.”
— Jack Welch
“You do not merely want to be
You
want to be considered
the only ones who do
what
you do.”
the best of the best.
—Jerry Garcia
Stay Hungry.
Stay Foolish.
Steve Jobs
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 Foundation travelling exhibit