NOTENOTE:: To appreciateTo appreciate this presentation this presentation [and [and

insure that it is not a insure that it is not a messmess],], you need Microsoft you need Microsoft

fonts:fonts:

“Showcard Gothic,”“Showcard Gothic,” “Ravie,”“Ravie,” “Chiller”“Chiller”

andand “Verdana”“Verdana”

Excellence:Excellence: The The

LeadershipLeadership5050Tom Peters/Flexirent/18.02.2008Tom Peters/Flexirent/18.02.2008

Slides at …

tompeters.comtompeters.com

bedrock.bedrock.

11.. Leaders … Leaders …

serve.serve.

Organizations Organizations existexist to to serveserve. Period.. Period.

Leaders Leaders live live toto serveserve. Period.. Period.

““I have always I have always believed that the believed that the

purpose of the purpose of the corporation is to be a corporation is to be a

blessing to the blessing to the employees.”employees.” —Boyd Clarke—Boyd Clarke

CauseCause (worthy of commitment)(worthy of commitment)

SpaceSpace (room for/encouragement(room for/encouragement

for initiative) for initiative)

DecencyDecency (respect, (respect,

humane)humane)

CauseCause (worthy of commitment)(worthy of commitment)

SpaceSpace (room for/encouragement for initiative-(room for/encouragement for initiative-

adventures) adventures)

DecencyDecency (respect, grace, integrity, humane)(respect, grace, integrity, humane)

servant servant leadership leadership

ServantServant LeadershiLeadershipp —Robert Greenleaf—Robert Greenleaf

The Manager’s Book of Decencies:The Manager’s Book of Decencies: How Small gestures Build Great How Small gestures Build Great

Companies.Companies. —Steve Harrison—Steve Harrison

Hostmanship: The Art of Making People Hostmanship: The Art of Making People Feel WelcomeFeel Welcome —Jan Gunnarsson & Olle Blohm—Jan Gunnarsson & Olle Blohm

The SPEED of Trust: The One Thing that The SPEED of Trust: The One Thing that Changes EverythingChanges Everything —Stephen M.R. Covey—Stephen M.R. Covey

The Dream ManagerThe Dream Manager —Matthew Kelly—Matthew Kelly

The Customer Comes Second The Customer Comes Second —Hal Rosenbluth—Hal Rosenbluth

Nicole LyderMarcia Neilson

The Basic The Basic MechanisMechanis

m.m.

22.. Leadership Is a Leadership Is a

…… Mutual Mutual Discovery Discovery Process.Process.

“Ninety percent of what we call ‘management’ consists of making it difficult for people to

get things done.” – Peter Drucker– Peter Drucker

Organizing GeniusOrganizing Genius / Warren Bennis / Warren Bennis and Patricia Ward Biederman and Patricia Ward Biederman

“Groups become great only when “Groups become great only when everyone in them, leaders and everyone in them, leaders and

members alike, members alike, is free to do his or is free to do his or her absolute besther absolute best.”.”

“The best thing a leader can do for a “The best thing a leader can do for a

Great Group is to Great Group is to allow its allow its members to discover their members to discover their

ggreatnessreatness.”.”

Leaders’ “Mt Everest Test”Leaders’ “Mt Everest Test”

“free to do his or her “free to do his or her absolute best” …absolute best” …

“allow its members “allow its members to discover their to discover their

greatness.”greatness.”

The Dream The Dream ManagerManager —Matthew Kelly—Matthew Kelly

E.g.: “An organization can only become the-best-version-of-itself to the 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 extent that the people who drive that organization are striving to

become better-versions-of-themselves.” “A company’s purpose is to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The question is: What is an become the-best-version-of-itself. The question is: What is an

employee’s purpose? Most would say, ‘to help the company achieve its employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the purpose’—but they would be wrong. That is certainly part of the

employee’s role, but an employee’s primary purpose is to become the-employee’s role, but an employee’s primary purpose is to become the-best-version-of-himself or –herself. … When a company forgets that it best-version-of-himself or –herself. … When a company forgets that it

exists to serve customers, it quickly goes out of business. Our exists to serve customers, it quickly goes out of business. Our

employees are our first customers, and our most important customers.”employees are our first customers, and our most important customers.”

QQuueessttss!!

… … no less than Cathedrals in no less than Cathedrals in which the full and awesome which the full and awesome

power of the Imagination power of the Imagination and Spirit and native and Spirit and native

Entrepreneurial flairEntrepreneurial flair of of diverse individualsdiverse individuals is is

unleashed in passionate unleashed in passionate pursuit of … Excellence.pursuit of … Excellence.

The The Leadership Leadership

Types.Types.

33.. Great Leaders on White Horses Are Great Leaders on White Horses Are

Important – butImportant – but Great Talent Great Talent DevelopersDevelopers (Type I (Type I

Leadership)Leadership) are the Bedrockare the Bedrock of Organizations that Perform Over of Organizations that Perform Over

the Long Haul.the Long Haul.

Whoops: Jack didn’t haveJack didn’t have

a vision! a vision!

44.. But There Are Times But There Are Times When the When the “visionary” “visionary”

“Type”“Type” (Type II (Type II Leadership)Leadership) Matters! Matters!

““A leader is A leader is a a dealer in dealer in hope.” hope.” —Napoleon—Napoleon

55.. Find the Find the “Businesspeople”!“Businesspeople”!

(Type III (Type III Leadership)Leadership)

I.P.M.I.P.M. (Inspired (Inspired

Profit Mechanic)Profit Mechanic)

66.. All Organizations All Organizations

Need … the Need … the Golden Golden Leadership Leadership Triangle.Triangle.

The The Golden Golden Leadership Leadership Triangle:Triangle:

(1) (1) Talent FanaticTalent Fanatic … … (2) (2) VisionaryVisionary … … (3) (3) Inspired ProfitInspired Profit Mechanic. Mechanic.

77.. Leadership Mantra Leadership Mantra

#1: #1: IT ALL IT ALL DEPENDS!DEPENDS!

Renaissance Men Renaissance Men are … are … a snare, a snare,

a myth, a myth, a delusion!a delusion!

88.. The Leader IsThe Leader Is Rarely/Rarely/Never the Never the Best Performer.Best Performer.

““Tom, you Tom, you left out one left out one

thing …”thing …”

The The Leadership Leadership

Dance.Dance.

99. . Leaders …Leaders … SHOWSHOW UPUP!!

MBWAMBWA

““A body can A body can pretend to pretend to

care, but they care, but they can’t pretend can’t pretend

to be there.”to be there.” — Texas — Texas

Bix BenderBix Bender

““It’s It’s alwaalwayyss showtime.”showtime.”

—David D’Alessandro, Career Warfare

1010.. Leaders …Leaders … LOVELOVE the the

MESSMESS!!

“If things seem If things seem under control, under control, you’re just not you’re just not

going fast going fast enough.”enough.” —Mario Andretti—Mario Andretti

11.11. Leaders Leaders

DODO!!

““We have a We have a ‘strategic’ ‘strategic’

plan. It’s called plan. It’s called doing things.”doing things.” — —

Herb KelleherHerb Kelleher

“This is so simple it sounds stupid, but it is amazing how few oil people really

understand that you only you only find oil if you find oil if you drill wellsdrill 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

1212.. Leaders Leaders

ReRe-do-do..

Phil Phil CrosbyCrosby is an is an idiot!idiot!

““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the

software. software. We fixed them by doing it over and over, We fixed them by doing it over and over, again and again.again and again. We do the same today. While our We do the same today. While our competitors are still sucking their thumbs trying to competitors are still sucking their thumbs trying to

make the design perfect, we’re already on prototype make the design perfect, we’re already on prototype

versionversion ##55.. By the time our rivals areBy the time our rivals are

ready with wires and screws, we are on versionready with wires and screws, we are on version

##1010.. It gets back to It gets back to

planning versus actingplanning versus acting: : We act We act from day onefrom day one; ; others plan how others plan how toto planplan——for monthsfor months.”.” —Bloomberg by —Bloomberg by

BloombergBloomberg

1313.. BUTBUT … Leaders … Leaders

KnowKnow When to When to Wait.Wait.

Tex Schramm: Tex Schramm: The The

“too hard”“too hard” box!box!

1414.. Leaders Are … Leaders Are …

OptimistsOptimists..

Hackneyed but none the lessHackneyed but none the less

true: true: LEADERS LEADERS SEE CUPS AS SEE CUPS AS “HALF FULL.”“HALF FULL.”

Half-full Cups:Half-full Cups: “[Ronald “[Ronald Reagan] radiated an Reagan] radiated an

almost almost transcendent transcendent

happiness.” happiness.” —L ou Cannon —L ou Cannon

1515. . LeadersLeaders

FOCUSFOCUS!!

““Dennis, you need a … Dennis, you need a …

‘To-don’t ’‘To-don’t ’

List !”List !”

““I used to have a rule for myself that at any point in I used to have a rule for myself that at any point in time I wanted to have in mind time I wanted to have in mind — as it so happens, — as it so happens, also in writing, on a little card I carried around with also in writing, on a little card I carried around with me — the three big things I was trying to get done. me — the three big things I was trying to get done.

ThreeThree..

Not two. Not two. Not four. Not four. Not five.Not five.Not ten.Not ten.Three.”Three.”

— Richard Haass, — Richard Haass, The Power to PersuadeThe Power to Persuade

““The The oneone thinthingg you you need to know about need to know about sustained individual sustained individual

success: Discover what success: Discover what you don’t like doing and you don’t like doing and

stopstop doing it.”doing it.”

—Marcus Buckingham, The One Thing You Need to Know

1616.. Leaders … Leaders … Send Send

V-E-R-YV-E-R-Y ClearClear SignalsSignals About About What’s Important!What’s Important!

““Really Important Really Important Stuff”:Stuff”: Roger’s Roger’s Rule of Three!Rule of Three!

Robinson/American Robinson/American ExpressExpress

Puckett/HughesPuckett/HughesOlsen/DigitalOlsen/Digital

Mozilo/CountrywideMozilo/CountrywideMilliken/MillikenMilliken/Milliken

Welch/GEWelch/GE

DangerDanger: : S.I.O.S.I.O.

(Strategic Initiative Overload)(Strategic Initiative Overload)

If It Ain’t If It Ain’t Broke … Broke … Break It.Break It.

1717.. LeadersLeaders … …FORGETFORGET!/!/

Leaders …Leaders … DESTROYDESTROY!!

Forget>“Learn”Forget>“Learn”

“The problem is never how “The problem is never how to get new, innovative to get new, innovative

thoughts into your mind, thoughts into your mind,

but how to get the old ones out.” —Dee Hock—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 myself?’ The

answer seems obvious: Buy a Buy a very large one very large one and just waitand just wait.”.”

—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

1818.. BUTBUT … Leaders … Leaders

Have to Deliver, So They Have to Deliver, So They Worry About “Throwing Worry About “Throwing the Baby Out with the the Baby Out with the

Bathwater.”Bathwater.”

Conrad Hilton, at a gala celebrating his life,Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned was asked, “What was the most important lesson you’ve learned

in you long and distinguished career?” in you long and distinguished career?”

His immediate answer: His immediate answer: ““remember remember to tuck the to tuck the

shower curtain shower curtain inside the inside the bathtub”bathtub”

““Damned If You Damned If You Do, Damned If You Do, Damned If You Don’t, Just Plain Don’t, Just Plain

Damned.”Damned.”Subtitle in the chapter, “Own Up to the Great Paradox: Success Is Subtitle in the chapter, “Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,” the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,”

Liberation ManagementLiberation Management (1992) (1992)

1919.. Leaders … Leaders …

HONORHONOR THETHE

USURPERSUSURPERS..

Saviors-in-WaitingSaviors-in-Waiting

DisDisggruntledruntled Customers CustomersUUppstartstart Competitors CompetitorsRoRoggueue Employees EmployeesFrinFringgee Suppliers Suppliers

Source: Wayne Burkan, Source: Wayne Burkan, Wide Angle VisionWide Angle Vision

2020.. Leaders Leaders Make Make [Lots of] [Lots of]

MistakesMistakes – and – and MAKE NO BONES MAKE NO BONES

ABOUT IT!ABOUT IT!

““Fail faster. Fail faster. Succeed Succeed sooner.”sooner.”

—David Kelley/IDEO—David Kelley/IDEO

Fail. Fail. Forward. Forward. Fast.Fast. –High-tech Exec–High-tech Exec

2121.. Leaders Make … Leaders Make …

BIG BIG MISTAKES!MISTAKES!

““RewardReward excellent excellent

failuresfailures. . PunishPunish mediocre successes.”mediocre successes.”

—Phil Daniels—Phil Daniels

Create.Create.

2222.. Leaders Know that THERE’S Leaders Know that THERE’S

MORE TO LIFE THAN “LINE MORE TO LIFE THAN “LINE

EXTENSIONS.”EXTENSIONS.” Leaders Love to … Leaders Love to …

CREATE NEW CREATE NEW MARKETSMARKETS..

““Acquisitions are about Acquisitions are about

buying market share. buying market share. Our Our challenge is to challenge is to create markets.create markets. There is a big difference.”There is a big difference.”

—Peter Job, CEO, Reuters—Peter Job, CEO, Reuters

YESBANKYESBANK**

*Commerce Bank*Commerce Bank

2323.. Leaders … Leaders … Make Make Their MarkTheir Mark //

Leaders … Leaders … Do Stuff Do Stuff That MattersThat Matters

““I never, ever thought of I never, ever thought of

myself as a businessman.myself as a businessman.

I was interested in I was interested in creating things creating things

I would be I would be proud of.”proud of.” ——Richard BransonRichard Branson

2424.. Leaders Push Their Leaders Push Their

Organizations … Organizations … W-a-yW-a-y Up the Value- Up the Value-added Chain.added Chain.

IBM Global Services:IBM Global Services:

$$60B60B

24%24%

2525.. Leaders Push Past Leaders Push Past Service “Transactions” to Service “Transactions” to

… … Scintillating Scintillating Experiences.Experiences.

QQ: : “Why did you buy “Why did you buy Jordan’s Furniture?”Jordan’s Furniture?”

AA: : “Jordan’s is “Jordan’s is

spectacular.spectacular. It’s all It’s all showmanship.showmanship.””Source: Warren Buffet interview/Source: Warren Buffet interview/Boston Sunday GlobeBoston Sunday Globe/12.05.04/12.05.04

““ExExpperienceseriences are as are as distinct from services distinct from services as services are from as services are from

goods.”goods.”Joseph Pine & James Gilmore, Joseph Pine & James Gilmore, The Experience Economy: The Experience Economy:

Work Is Theatre & Every Business a StageWork Is Theatre & Every Business a Stage

26.26. LeadersLeaders

LOVELOVE the the New Technology!New Technology!

Power ToolsPower Tools For Power For Power Strategies/Strategies/ARD 40KARD 40K

2727.. Needed? Needed? Type IV Type IV Leadership:Leadership: Technology Technology

Dreamer-True Dreamer-True BelieverBeliever

The Golden Leadership The Golden Leadership

Quadrangle:Quadrangle: (1) Talent (1) Talent Fanatic … (2) Visionary … Fanatic … (2) Visionary …

(3) Inspired Profit (3) Inspired Profit Mechanic … Mechanic …

(4) (4) Technology Dreamer-Technology Dreamer-True Believer.True Believer.

Talent.Talent.

2828.. Leaders … Leaders …

DO TALENT!DO TALENT!

““Leaders Leaders

‘‘dodo’’ people. people.

Period.”Period.” —Anon.

Brand Brand = =

Talent.Talent.

2929.. When It Comes to When It Comes to

TALENTTALENT … … Leaders Always Go Leaders Always Go

Berserk!Berserk!

From “1, 2 or you’re out” [JW] From “1, 2 or you’re out” [JW] to …to …

““BestBest TalentTalent in in each industry segment to each industry segment to

build best proprietary build best proprietary intangibles”intangibles” [EM][EM]

Source: Ed Michaels, War for TalentSource: Ed Michaels, War for Talent

3030.. Leaders Don’t Leaders Don’t Create “Followers”: Create “Followers”:

THEYTHEY CREATECREATE LEADERSLEADERS!!

““I start with the I start with the premise that the premise that the

function of leadership function of leadership is to produce more is to produce more leaders, not more leaders, not more

followers.”followers.”——Ralph NaderRalph Nader

PassionPassion..

3131.. Leaders …Leaders …

“Sell”“Sell”

PASSIONPASSION!!

““People want to be part People want to be part of something larger than of something larger than themselvesthemselves.. They want to They want to

be part of something they’re be part of something they’re really really proudproud of, that they’ll of, that they’ll

fight fight forfor,, sacrifice sacrifice forfor , , trusttrust.”.” —Howard Schultz, Starbucks (IBD/09.05)

Gary Hamel:Gary Hamel: “Create a “Create a ‘cause,’‘cause,’ not a not a ‘business.’ ”‘business.’ ”

3232.. Leaders Know:Leaders Know: ENTHUSIASMENTHUSIASM

BEGETS BEGETS ENTHUSIASMENTHUSIASM!!

BZBZ:: “I am a … “I am a … Dispenser of Dispenser of EnthusiasmEnthusiasm!”!”

““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”

—Samuel Taylor Coleridge—Samuel Taylor Coleridge

3333.. Leaders Are …Leaders Are …

in a Hurryin a Hurry

““We don’t sell insurance We don’t sell insurance

anymore.anymore. WeWe sell sell ssppeedeed.”.”

Peter Lewis, ProgressivePeter Lewis, Progressive

““Metabolic Metabolic Management”Management”

3434.. Leaders Leaders

Focus on theFocus on the

SOFT SOFT STUFF!STUFF!

““Hard” is Hard” is “soft.”“soft.”

“Soft” Is “Soft” Is “hard.”“hard.”

MessaMessaggee: Leadership is : Leadership is all about all about lovelove! ! [Passion, [Passion, Enthusiasms, Appetite for Life, Enthusiasms, Appetite for Life,

Engagement, Commitment, Great Engagement, Commitment, Great Causes & Determination to Make a Causes & Determination to Make a

Damn Difference, Shared Damn Difference, Shared Adventures, Bizarre Failures, Adventures, Bizarre Failures,

Growth, Insatiable Appetite for Growth, Insatiable Appetite for Change.]Change.]

The “Job” of The “Job” of Leading.Leading.

3535.. Leaders Know It’s Leaders Know It’s

ALL SALES ALL SALES ALL THE ALL THE

TIME.TIME.

If you don’t If you don’t

LOVE LOVE SALESSALES … find … find another life.another life. (Don’t pretend (Don’t pretend

you’re a “leader.”)you’re a “leader.”)

3636. . LeadersLeaders

LOVELOVE ““POLITICSPOLITICS.”.”

If you don’t If you don’t LOVELOVE POLITICSPOLITICS … …

find another life. find another life. (Don’t (Don’t

pretend you’re a “leader.”)pretend you’re a “leader.”)

3737.. But … Leaders Also But … Leaders Also

Break a Lot Break a Lot of China.of China.

Characteristics of the “Also rans”*Characteristics of the “Also rans”*

“Minimize risk”“Minimize risk”“Respect the chain of “Respect the chain of

command”command”“Support the boss”“Support the boss”

“Make budget”“Make budget”**FortuneFortune, “Most Admired Global Corporations”, “Most Admired Global Corporations”

3838. . Leaders Leaders

Give …Give … RESPECTRESPECT

!!

““It was much later that I realized Dad’s It was much later that I realized Dad’s secret. He gained respect by giving it. He secret. He gained respect by giving it. He

talked and listened to the fourth-grade kids talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same in Spring Valley who shined shoes the same way he talked and listened to a bishop or a way he talked and listened to a bishop or a

college president.college president. He was He was seriously interested seriously interested in who you were and in who you were and

what you had to saywhat you had to say.”.”Source: Sara Lawrence-Lightfoot, Source: Sara Lawrence-Lightfoot, RespectRespect

Amen!Amen!

“What creates trust, in “What creates trust, in the end, is the leader’s the end, is the leader’s

manifest respect for manifest respect for the followers.”the followers.” — Jim O’Toole, — Jim O’Toole,

Leading ChangeLeading Change

3939.. Leaders Say Leaders Say

““Thank Thank You.”You.”

““The deepest human The deepest human

need is theneed is the need to need to be appreciated.”be appreciated.”

William JamesWilliam James

4040.. Leaders Leaders Are … Are …

Curious.Curious.

The Three Most Important Letters …The Three Most Important Letters …

WHYWHY??

4141.. Leadership Is Leadership Is a … a …

Performance.Performance.

““It is necessary for the It is necessary for the President to be the President to be the

nation’snation’s No. 1 No. 1 actor.”actor.”

FDRFDR

4242.. Leaders … Leaders … AreAre The BrandThe Brand

““You must You must bebe

the change you the change you wish to see in the wish to see in the

world.”world.”GandhiGandhi

““It’s It’s alwaalwayyss showtime.”showtime.”

—David D’Alessandro, Career Warfare

4343.. Leaders … Leaders …

Have a Have a

GREATGREAT STORYSTORY!!

““A key – perhaps A key – perhaps thethe key – key – to leadership isto leadership is thethe effective effective

communicationcommunication of a story.” of a story.”

Howard GardnerHoward Gardner Leading Minds: An Anatomy of LeadershipLeading Minds: An Anatomy of Leadership

““Leaders don’t just make Leaders don’t just make products and make decisions. products and make decisions.

Leaders make Leaders make meaning.”meaning.”

– John Seely Brown– John Seely Brown

Leader Job 1Leader Job 1

Paint Paint Portraits of Portraits of

ExcellenceExcellence!!

Introspection.Introspection.

4444.. Leaders … Leaders …

Enjoy Enjoy Leading.Leading.

““Warren, I know you Warren, I know you want to want to ‘be’‘be’

president. But do president. But do you want to you want to ‘do’‘do’

president?”president?”

4545. . LeadersLeaders

LAUGHLAUGH!!

4646.. Leaders … Leaders …

KNOW KNOW THEMSELVETHEMSELVE

S.S.

Individuals Individuals (would-be leaders)(would-be leaders) cannot engage in a cannot engage in a

liberating mutual discovery liberating mutual discovery process process unless they are unless they are comfortable with their comfortable with their own skin.own skin. (“Leaders” who are not (“Leaders” who are not

comfortable with themselves become petty comfortable with themselves become petty control freaks.)control freaks.)

Questions:Questions: What do others think of you? What do others think of you? [Are you sure?][Are you sure?] What What do you think of you? do you think of you? [Are you sure?][Are you sure?] What is your impact What is your impact

on others?on others? [Are you sure?][Are you sure?] What is your impact on What is your impact on others?others? [Are you sure?] [Are you sure?] What is your impact on others?What is your impact on others?

[Are you sure?][Are you sure?] What are the “little things” you (perhaps What are the “little things” you (perhaps unconsciously) do that cause people to shrivel—or blossom? unconsciously) do that cause people to shrivel—or blossom? [Are [Are you sure?]you sure?] What do you want? What do you want? [Are you sure?][Are you sure?] Are you aware Are you aware

of your changing moods? of your changing moods? [Are you sure?][Are you sure?] How fragile is your How fragile is your ego? ego? [Are you sure?][Are you sure?] Do you have a true confidant? Do you have a true confidant? [Are you [Are you sure?]sure?] Do you perform brief or not-so-brief self-assessments? Do Do you perform brief or not-so-brief self-assessments? Do you talk too much? you talk too much? [Are you sure?][Are you sure?] Do you know Do you know how how to listen? to listen? [Are you sure?][Are you sure?] DoDo you listen? you listen? [Are you sure?][Are you sure?] What is What is

your style of “hashing things out”? Are you perceived as (a) your style of “hashing things out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive, (d) genuinely interested in people, arrogant, (b) abrasive (c) attentive, (d) genuinely interested in people,

(e) etc? (e) etc? [Are you sure?][Are you sure?] Are you flexible? Have you changed Are you flexible? Have you changed your mind about anything your mind about anything important important in a while? Are you in a while? Are you

comfortable-uncomfortable with folks on the front line? comfortable-uncomfortable with folks on the front line? Do you Do you think you’re “in touch with the pulse of things around think you’re “in touch with the pulse of things around

here”?here”? [Are You Sure?][Are You Sure?] Are you too emotional/intuitive? Are Are you too emotional/intuitive? Are you too unemotional/rational? Do you spend much time with people you too unemotional/rational? Do you spend much time with people

who are new to you?who are new to you? [Do you think questions like this are [Do you think questions like this are “so much BS”?]“so much BS”?]

4747.. But … But …

Leaders Leaders havehave MENTORSMENTORS..

Upon having the Upon having the Leadership Mantle placed Leadership Mantle placed upon one’s head, he/she upon one’s head, he/she

shall shall nevernever hear hear

the unvarnished truth the unvarnished truth again!*again!* (*Therefore, she/he needs one faithful compatriot (*Therefore, she/he needs one faithful compatriot

to lay it on with no jelly.)to lay it on with no jelly.)

The End The End Game.Game.

4848.. Leaders Leaders are … are …

RELENTLESSRELENTLESS..

““This [adolescent] incident [of getting from point A to point B] is notable This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his not only because it underlines Grant’s fearless horsemanship and his

determination, but also it is the first known example of a very important determination, but also it is the first known example of a very important

peculiarity of his characterpeculiarity of his character:: Grant had an Grant had an extreme, almost phobic extreme, almost phobic dislike of turning back dislike of turning back

and retracing his stepsand retracing his steps.. If he If he

set out for somewhere, he would get there somehow, whatever the 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 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, the factors that made him such a formidable general. Grant would always,

always press on—turning back was not an option for him.”always press on—turning back was not an option for him.”

—Michael Korda, Ulysses Grant

RelentlessRelentless:: “One of “One of

my superstitions had always been my superstitions had always been when I started to go anywhere or when I started to go anywhere or

to do anything,to do anything, notnot to to turnturn backback ,, or stop, or stop,

until the thing intended was until the thing intended was accomplished.”accomplished.” —Grant

““Success seems to Success seems to be largely a be largely a

mattermatter

of of hanginghanging onon after others after others have let go.”have let go.” —William —William

Feather, authorFeather, author

4949.. Leaders Leaders ??????

::

““Leadership is the Leadership is the PROCESSPROCESS of of

ENGAGINGENGAGING PEOPLEPEOPLE in in CREATINGCREATING a a

LEGACYLEGACY of of EXCELLENCEEXCELLENCE.”.”

““LEADERS NEED LEADERS NEED TOTO

BE THE ROCK OF BE THE ROCK OF GIBRALTAR ONGIBRALTAR ON

ROLLER BLADES.” ROLLER BLADES.”

5050.. Leaders Leaders Free Free the Lunatic the Lunatic

WithinWithin!!

The greatest dangerThe greatest dangerfor most of usfor most of us

is not that our aim isis not that our aim istoo hightoo high

and we miss it,and we miss it,but that it isbut that it is

too lowtoo lowand we reach it.and we reach it.

MichelangeloMichelangelo

Kevin Roberts’ CredoKevin Roberts’ Credo

11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.

10. 10. Avoid moderationAvoid moderation!!

““You can’t behave You can’t behave in a calm, rational in a calm, rational manner. You’ve got manner. You’ve got to be out there on to be out there on the lunatic fringe.”the lunatic fringe.”

— Jack Welch— Jack Welch

5151.. LeadersLeadersRelentlessly Pursue Relentlessly Pursue

… …

ExcellenceExcellence

““Excellence can be obtained if you:Excellence can be obtained if you:

... care more than others think... care more than others think is wise;is wise; ... risk more than others think ... risk more than others think is safe;is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”

Source: Anon.Source: Anon. (Posted @ tompeters.com by (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)K.Sriram, November 27, 2006 1:17 AM)

Attending toAttending to the “Last 98%”:the “Last 98%”:

The New The New Management Management

“Science,” or …“Science,” or … “ “Hard Is Soft,Hard Is Soft, Soft Is Hard”Soft Is Hard”

Tom Peters/18.02.2008Tom Peters/18.02.2008

S = f( ___ )S = f( ___ )Success Is aSuccess Is a

Function of …Function of …

S = f(#&DR; -2L, -3L, 4L; I&E)S = f(#&DR; -2L, -3L, 4L; I&E)Number and depth of relationships 2, 3, and 4 levels down,Number and depth of relationships 2, 3, and 4 levels down,inside and outside the organizationinside and outside the organization

S = f(SD>SU)S = f(SD>SU)Sucking down is more important than sucking up—the idea is to haveSucking down is more important than sucking up—the idea is to havethe entire organization working for you.the entire organization working for you.

S = f(#non-FF, #non-FL)S = f(#non-FF, #non-FL)Number of friends, number of lunches with people not in my functionNumber of friends, number of lunches with people not in my function

S = f(#FF)S = f(#FF)Number of friends in the finance function-organizationNumber of friends in the finance function-organization

S = f(OF)S = f(OF)Oddball friendsOddball friends

S = f(PDL)S = f(PDL)Purposeful, deep listening—Purposeful, deep listening—this is very hardthis is very hard

S + f(#EODD3MC)S + f(#EODD3MC)Number of end-of-the-day difficult (you’d rather avoid) “3-minutecalls” that Number of end-of-the-day difficult (you’d rather avoid) “3-minutecalls” that soothe raw feelings, mend fences, etcsoothe raw feelings, mend fences, etc

S = f(UFP, UFK, OAPS)S = f(UFP, UFK, OAPS)Unsolicited favors performed, UFs involving co-workers’ kids, overt acts Unsolicited favors performed, UFs involving co-workers’ kids, overt acts politeness-solicitude toward co-workers’ spouses, parents, etc.politeness-solicitude toward co-workers’ spouses, parents, etc.

S = f(#TN + #C)S = f(#TN + #C)Number of thank you notes sent, number of people consulted about Number of thank you notes sent, number of people consulted about an issue-decision (courtesy Roger Rosenblatt)an issue-decision (courtesy Roger Rosenblatt)

S = f(SU)S = f(SU)Showing up (Woody Allen, Deleware’s ridiculous influence on theShowing up (Woody Allen, Deleware’s ridiculous influence on theU.S. Constitution)U.S. Constitution)

S = f(1D)S = f(1D)Seeking the assignment of writing first drafts, minutes, etc (1787)Seeking the assignment of writing first drafts, minutes, etc (1787)

S = f(#SEAs)S = f(#SEAs)Number of solid relationships with Executive AssistantsNumber of solid relationships with Executive Assistants

S = f(%UL/w-m)S = f(%UL/w-m)% useful lunches per week, month% useful lunches per week, month

S = f(FG,FOC-BOF, CMO)S = f(FG,FOC-BOF, CMO)Favors given, favors owed collectively, balance of favors, Favors given, favors owed collectively, balance of favors, conscious management thereofconscious management thereof

S = f(CPRM, TS)S = f(CPRM, TS)Conscious-planned Relationship management, time spent thereonConscious-planned Relationship management, time spent thereon

S = f(TN/d, FG/m, AA/d)S = f(TN/d, FG/m, AA/d)Thank you notes per Thank you notes per Day, Day, flowers given perflowers given per Month, Acts of Appreciation per Day Month, Acts of Appreciation per Day

S = f(PT100%A“T”S, E“NMF”—TTT)S = f(PT100%A“T”S, E“NMF”—TTT)Proactive, timely, 100% apologies for “tiny” screw-ups, even if not my faultProactive, timely, 100% apologies for “tiny” screw-ups, even if not my fault(it (it alwaysalways takes two to tango) takes two to tango)

S = f(AMR, NBS-SG)S = f(AMR, NBS-SG)Acceptance of mutual responsibilities for all affairs, no blame-Acceptance of mutual responsibilities for all affairs, no blame-shifting, scape-goatingshifting, scape-goating

S = f(APLSLFCT)S = f(APLSLFCT)Awareness, perception of little snubs—and lightening fastAwareness, perception of little snubs—and lightening fastcorrection thereofcorrection thereof

S = f(G)S = f(G)GraceGrace

S = f(GA)S = f(GA)Grace toward adversaryGrace toward adversary

S = f(GW)S = f(GW)Grace toward the wounded in bureaucratic firefightsGrace toward the wounded in bureaucratic firefights

S = f(PD)S = f(PD)Purposeful decencyPurposeful decency

S = f(TSPD, TSP-L1)S = f(TSPD, TSP-L1)Time spent on promotion decisions, especially for 1st level managersTime spent on promotion decisions, especially for 1st level managers

S = f(%“SS”, H-PD)S = f(%“SS”, H-PD)% soft stuff involved in Hiring, Promotion decisions% soft stuff involved in Hiring, Promotion decisions

S = (TWA, P, NP)S = (TWA, P, NP)Time wandering around, purposeful, non-plannedTime wandering around, purposeful, non-planned

S = f(SBS)S = f(SBS)Slack built into ScheduleSlack built into Schedule

S= f(TSHR)S= f(TSHR)Time spent … Hurdle RemovingTime spent … Hurdle Removing

S = f(%TM“TSS,” PM“TSS,” S = f(%TM“TSS,” PM“TSS,” D“TD”“TSS”)D“TD”“TSS”)% of time, measured, on This Soft Stuff, purposeful management of this Soft Stuff, % of time, measured, on This Soft Stuff, purposeful management of this Soft Stuff, daily “to do” concerning “this Soft Stuff”daily “to do” concerning “this Soft Stuff”

S = f(MB“TSS”MR)S = f(MB“TSS”MR)Purposeful management of this Soft Stuff by people reporting to mePurposeful management of this Soft Stuff by people reporting to me

S = f(EC, MMO)S = f(EC, MMO)Emotional connection, mgt & maintenance ofEmotional connection, mgt & maintenance of

S = f(IMDOP)S = f(IMDOP)Investment in Mastery of detailed organization processesInvestment in Mastery of detailed organization processes

S = f(H-TS)S = f(H-TS)Time spent on HiringTime spent on Hiring

S = S = f(%TM“TSS,” f(%TM“TSS,”

PM“TSS,” PM“TSS,” D“TD”“TSS”)D“TD”“TSS”)

% of time, measured, on This % of time, measured, on This Soft StuffSoft Stuff, , purposeful management of this purposeful management of this Soft StuffSoft Stuff, , daily “to do” concerning “this daily “to do” concerning “this Soft StuffSoft Stuff””

Q: Q: But where’sBut where’s the beef?the beef?

A: A: This This isis the beef!the beef!

““Hard” is Hard” is “soft.”“soft.”

“Soft” Is “Soft” Is “hard.”“hard.”