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To appreciate
this presentation [and insure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
Excellence:
The
Leadership
50
Tom Peters/Flexirent/18.02.2008
Slides at …
tompeters.com
bedrock.
1. Leaders …
serve.
Organizations exist
to serve. Period.
Leaders live to
serve. Period.
“I have always
believed that the
purpose of the
corporation is to be a
blessing to the
employees.”
—Boyd Clarke
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect, humane)
Cause
Space
Decency
servant leadership
(worthy of commitment)
(room for/encouragement for initiative-adventures)
(respect, grace, integrity, humane)
Servant Leadership —Robert Greenleaf
The Manager’s Book of Decencies:
How Small gestures Build Great
Companies. —Steve Harrison
Hostmanship: The Art of Making People
Feel Welcome —Jan Gunnarsson & Olle Blohm
The SPEED of Trust: The One Thing that
Changes Everything —Stephen M.R. Covey
The Dream Manager —Matthew Kelly
The Customer Comes Second
—Hal Rosenbluth
Nicole Lyder
Marcia Neilson
The Basic
Mechanism.
2. Leadership Is a
Mutual
Discovery
Process.
…
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to
get things done.”
– Peter Drucker
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.”
Leaders’ “Mt Everest Test”
“free to do his or her
absolute best” …
“allow its members to
discover their
greatness.”
The Dream
Manager
—Matthew Kelly
E.g.: “An organization can only become the-best-version-of-itself to the
extent that the people who drive that organization are striving to
become better-versions-of-themselves.” “A company’s purpose is to
become the-best-version-of-itself. The question is: What is an
employee’s purpose? Most would say, ‘to help the company achieve its
purpose’—but they would be wrong. That is certainly part of the
employee’s role, but an employee’s primary purpose is to become thebest-version-of-himself or –herself. … When a company forgets that it
exists to serve customers, it quickly goes out of business. Our
employees are our first customers, and our most important customers.”
Quests!
… 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.
The
Leadership
Types.
3. Great Leaders on White Horses Are
Great Talent
Developers (Type I
Leadership) are the Bedrock
Important – but
of Organizations that Perform Over
the Long Haul.
Whoops:
Jack didn’t have
a vision!
4. But There Are Times
When the “visionary”
“Type” (Type II
Leadership) Matters!
“A leader is a
dealer in
hope.”
—Napoleon
5. Find the
“Businesspeople”!
(Type III Leadership)
I.P.M.
(Inspired
Profit Mechanic)
6. All Organizations
Need … the Golden
Leadership
Triangle.
The Golden Leadership Triangle:
(1) Talent Fanatic …
(2) Visionary …
(3) Inspired Profit
Mechanic.
7. Leadership Mantra #1:
IT ALL DEPENDS!
Renaissance Men
are … a snare,
a myth,
a delusion!
8. The Leader Is
Rarely/Never the
Best Performer.
“Tom, you
left out one
thing …”
The
Leadership
Dance.
9. Leaders …
SHOW UP!
MBWA
“A body can
pretend to care,
but they can’t
pretend to be
there.”
— Texas Bix Bender
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
10. Leaders …
LOVE the
MESS!
“If things seem
under control,
you’re just not
going fast
enough.”
—Mario Andretti
11. Leaders
“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
12. Leaders
Re
-do.
Phil Crosby
is an idiot!
“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
13. BUT … Leaders
Know
When to
Wait.
Tex Schramm:
The
“too hard”
box!
14. Leaders Are …
Optimists.
Hackneyed but none the less
LEADERS SEE
CUPS AS “HALF
FULL.”
true:
“[Ronald
Reagan] radiated an
almost
transcendent
happiness.”
Half-full Cups:
—L ou Cannon
15. Leaders
FOCUS!
“Dennis, you need a …
‘To-don’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
“The one thing you need
to know about sustained
individual success:
Discover what you don’t
like doing and
stop
doing it.”
—Marcus Buckingham, The One Thing You Need to Know
16. Leaders … Send
V-E-R-Y Clear
Signals
About
What’s Important!
“Really Important
Stuff”: Roger’s
Rule of Three!
Robinson/American Express
Puckett/Hughes
Olsen/Digital
Mozilo/Countrywide
Milliken/Milliken
Welch/GE
Danger:
S.I.O.
(Strategic Initiative Overload)
If It Ain’t
Broke …
Break It.
17. 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
“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
18. BUT … Leaders
Have to Deliver, So They
Worry About “Throwing
the Baby Out with the
Bathwater.”
Conrad Hilton, at a gala celebrating his life,
was asked, “What was the most important lesson you’ve learned
in you long and distinguished career?”
His immediate answer:
“remember
to tuck the
shower curtain
inside the
bathtub”
“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)
19. Leaders …
HONOR THE
USURPERS.
Saviors-in-Waiting
Disgruntled Customers
Upstart Competitors
Rogue Employees
Fringe Suppliers
Source: Wayne Burkan, Wide Angle Vision
20. Leaders Make
[Lots of]
Mistakes – and
MAKE NO BONES
ABOUT IT!
“Fail faster.
Succeed
sooner.”
—David Kelley/IDEO
Fail.
Forward.
Fast.
–High-tech Exec
21. Leaders Make …
BIG MISTAKES!
“Reward
excellent
failures. Punish
mediocre successes.”
—Phil Daniels
Create.
22. Leaders Know that THERE’S
MORE TO LIFE THAN “LINE
EXTENSIONS.” Leaders Love to …
CREATE NEW
MARKETS.
“Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
—Peter Job, CEO, Reuters
YESBANK*
*Commerce Bank
23. 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
24. Leaders Push Their
W-a-y
Up the Valueadded Chain.
Organizations …
$60B
IBM Global Services:
25. Leaders Push Past
Service “Transactions” to
… Scintillating
Experiences.
Q: “Why did you buy
Jordan’s Furniture?”
A: “Jordan’s is
It’s all
showmanship.”
spectacular.
Source: Warren Buffet interview/Boston Sunday Globe/12.05.04
“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
26. Leaders
LOVE the
New Technology!
Power Tools
For Power
Strategies/
ARD 40K
27. 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.
Talent.
28. Leaders …
DO TALENT!
‘do’
“Leaders
people.
Period.”
—Anon.
Brand =
Talent.
29. When It Comes to
TALENT …
Leaders Always Go
Berserk!
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
30. Leaders Don’t
Create “Followers”:
THEY CREATE
LEADERS!
“I start with the
premise that the
function of leadership
is to produce more
leaders, not more
followers.”—Ralph Nader
Passion.
31. Leaders …
“Sell”
PASSION!
“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)
“Create a
‘cause,’ not a
‘business.’ ”
Gary Hamel:
32. Leaders Know:
ENTHUSIASM
BEGETS
ENTHUSIASM!
BZ: “I am a …
Dispenser of
Enthusiasm!”
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
33. Leaders Are …
in a Hurry
“We don’t sell insurance
We sell
speed.”
anymore.
Peter Lewis, Progressive
“Metabolic
Management”
34. Leaders
Focus on the
SOFT STUFF!
“Hard” is
“soft.”
“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.]
The “Job” of
Leading.
35.
Leaders Know It’s
ALL SALES ALL
THE TIME.
If you don’t
LOVE
SALES … find
another life. (Don’t pretend
you’re a “leader.”)
36. Leaders
LOVE
“POLITICS.”
If you don’t LOVE
POLITICS … find
another life.
(Don’t pretend
you’re a “leader.”)
37.
But … Leaders Also
Break a Lot
of China.
Characteristics of the “Also rans”*
“Minimize risk”
“Respect the chain of
command”
“Support the boss”
“Make budget”
*Fortune, “Most Admired Global Corporations”
38. 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
He was
seriously interested in
who you were and
what you had to say.”
college president.
Source: 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
39. Leaders Say
“Thank
You.”
“The deepest human
need to
be appreciated.”
need is the
William James
40. Leaders
Are …
Curious.
The Three Most Important Letters …
WHY?
41. Leadership Is
a…
Performance.
“It is necessary for the
President to be the
No. 1
actor.”
nation’s
FDR
42.
Leaders …
Are
The Brand
“You must
be
the change you
wish to see in the
world.”
Gandhi
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
43. 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 Seely Brown
Leader Job 1
Paint
Portraits of
Excellence!
Introspection.
44. Leaders …
Enjoy
Leading.
“Warren, I know you
want to ‘be’
president. But do
you want to ‘do’
president?”
45. Leaders
LAUGH!
46. Leaders …
KNOW
THEMSELVES.
Individuals (would-be leaders)
cannot engage in a
liberating mutual discovery
process unless they are
comfortable with their
own skin. (“Leaders” who are not
comfortable with themselves become petty
control freaks.)
Questions: What do others think of you? [Are you sure?] What
do you think of you? [Are you sure?] What is your impact on
others? [Are you sure?] What is your impact on others? [Are
you sure?] What is your impact on others? [Are you sure?]
What are the “little things” you (perhaps unconsciously) do that
cause people to shrivel—or blossom? [Are you sure?] What do
you want? [Are you sure?] Are you aware of your changing
moods? [Are you sure?] How fragile is your ego? [Are you sure?]
Do you have a true confidant? [Are you sure?] Do you perform brief
or not-so-brief self-assessments? Do you talk too much? [Are you
sure?] Do you know how to listen? [Are you sure?] Do you
listen? [Are you sure?] What is your style of “hashing things
out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive,
(d) genuinely interested in people, (e) etc? [Are you sure?] Are
you flexible? Have you changed your mind about anything important
in a while? Are you comfortable-uncomfortable with folks on the
front line? Do you think you’re “in touch with the pulse of
things around here”? [Are You Sure?] Are you too
emotional/intuitive? Are you too unemotional/rational? Do you
spend much time with people who are new to you? [Do you think
questions like this are “so much BS”?]
47. But …
Leaders have
MENTORS.
Upon having the
Leadership Mantle placed
upon one’s head, he/she
never
shall
hear
the unvarnished truth
again!*
(*Therefore, she/he needs one faithful compatriot
to lay it on with no jelly.)
The End
Game.
48. Leaders
are …
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
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
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
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
49. Leaders
???:
“Leadership is the
PROCESS of ENGAGING
PEOPLE in CREATING a
LEGACY of
EXCELLENCE.”
“LEADERS NEED TO
BE THE ROCK OF
GIBRALTAR ON
ROLLER BLADES.”
50. Leaders Free
the Lunatic
Within!
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
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!
“You can’t behave
in a calm, rational
manner. You’ve got
to be out there on
the lunatic fringe.”
— Jack Welch
51. Leaders
Relentlessly Pursue …
Excellence
“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)
Attending to
the “Last 98%”:
The New
Management “Science,”
or …
“Hard Is Soft,
Soft Is Hard”
Tom Peters/18.02.2008
S = f( ___ )
Success Is a
Function of …
S = f(#&DR; -2L, -3L, 4L; I&E)
Number and depth of relationships 2, 3, and 4 levels down,
inside and outside the organization
S = f(SD>SU)
Sucking down is more important than sucking up—the idea is to have
the entire organization working for you.
S = f(#non-FF, #non-FL)
Number of friends, number of lunches with people not in my function
S = f(#FF)
Number of friends in the finance function-organization
S = f(OF)
Oddball friends
S = f(PDL)
Purposeful, deep listening—this is very hard
S + f(#EODD3MC)
Number of end-of-the-day difficult (you’d rather avoid) “3-minutecalls” that
soothe raw feelings, mend fences, etc
S = f(UFP, UFK, OAPS)
Unsolicited favors performed, UFs involving co-workers’ kids, overt acts
politeness-solicitude toward co-workers’ spouses, parents, etc.
S = f(#TN + #C)
Number of thank you notes sent, number of people consulted about
an issue-decision (courtesy Roger Rosenblatt)
S = f(SU)
Showing up (Woody Allen, Deleware’s ridiculous influence on the
U.S. Constitution)
S = f(1D)
Seeking the assignment of writing first drafts, minutes, etc (1787)
S = f(#SEAs)
Number of solid relationships with Executive Assistants
S = f(%UL/w-m)
% useful lunches per week, month
S = f(FG,FOC-BOF, CMO)
Favors given, favors owed collectively, balance of favors,
conscious management thereof
S = f(CPRM, TS)
Conscious-planned Relationship management, time spent thereon
S = f(TN/d, FG/m, AA/d)
Thank you notes per Day, flowers given per Month, Acts of Appreciation per Day
S = f(PT100%A“T”S, E“NMF”—TTT)
Proactive, timely, 100% apologies for “tiny” screw-ups, even if not my fault
(it always takes two to tango)
S = f(AMR, NBS-SG)
Acceptance of mutual responsibilities for all affairs, no blameshifting, scape-goating
S = f(APLSLFCT)
Awareness, perception of little snubs—and lightening fast
correction thereof
S = f(G)
Grace
S = f(GA)
Grace toward adversary
S = f(GW)
Grace toward the wounded in bureaucratic firefights
S = f(PD)
Purposeful decency
S = f(TSPD, TSP-L1)
Time spent on promotion decisions, especially for 1st level managers
S = f(%“SS”, H-PD)
% soft stuff involved in Hiring, Promotion decisions
S = (TWA, P, NP)
Time wandering around, purposeful, non-planned
S = f(SBS)
Slack built into Schedule
S= f(TSHR)
Time spent … Hurdle Removing
S = f(%TM“TSS,” PM“TSS,”
D“TD”“TSS”)
% of time, measured, on This Soft Stuff, purposeful management of this Soft
Stuff, daily “to do” concerning “this Soft Stuff”
S = f(MB“TSS”MR)
Purposeful management of this Soft Stuff by people reporting to me
S = f(EC, MMO)
Emotional connection, mgt & maintenance of
S = f(IMDOP)
Investment in Mastery of detailed organization processes
S = f(H-TS)
Time spent on Hiring
S = f(%TM“TSS,”
PM“TSS,”
D“TD”“TSS”)
% of time, measured, on This Soft Stuff,
purposeful management of this Soft Stuff, daily
“to do” concerning “this Soft Stuff”
Q: But where’s
the beef?
A: This
is
the beef!
“Hard” is
“soft.”
“Soft” Is
“hard.”