This long document discusses the concept of excellence through numerous quotes and examples. It emphasizes that excellence requires enthusiasm, energy, empathy, execution, and constantly striving to improve. It highlights businesses and individuals who achieved success through innovative approaches, adapting to change, and a relentless focus on customers, people and execution. Key individuals mentioned include Muhammad Yunus and his work providing microloans to the poor.
This document contains a collection of quotes and passages on various topics related to excellence, leadership, strategy, culture, and talent development. Some key points discussed include the importance of focusing on people over strategy, serving employees as customers, the critical role of front-line managers, and hiring for potential over experience. The document advocates for an obsession with developing talent at all levels as a core competence.
Tom Peters at National Jeweler Network's CEO Summitbizgurus
The document discusses topics related to business excellence including leadership, innovation, women in business, branding, and customer experience. It provides quotes on servant leadership, the importance of passion and purpose, embracing change and failure, and selling dreams and emotions rather than just products. The document advocates for relentless pursuit of excellence and challenging the status quo to achieve dramatic organizational change.
This document contains excerpts and quotes on a variety of topics related to business excellence and leadership. It discusses the importance of execution, accountability, decentralization, talent, purpose, passion and enthusiasm in leadership. It also emphasizes seeking out discomfort and diversity of experience, as well as focusing on customers, women, and lifelong learning.
The document discusses opportunities presented by women, baby boomers, and seniors as consumer groups. It notes the enormous spending power and influence of women in particular, who control over half of total wealth and make the majority of consumer purchases. It emphasizes that this is not just a program but a huge strategic opportunity and cultural change for companies that fail to recognize and cater to these groups.
Tom Peters at Quinnipiac Leadership Forum, Hamden, CTbizgurus
The document provides a summary of Tom Peters' presentation on excellence and innovation. It discusses the need for diversity, experimentation, and embracing change. It emphasizes pursuing passion and purpose to drive excellence and continuous improvement.
Tom Peters at Quinnipiac & Miller Agency (Long)bizgurus
This document contains a summary of notes from a presentation on excellence and building successful organizations. It discusses several key principles:
1. Thriving in change by being responsive and innovative. Decentralizing operations and empowering autonomy and entrepreneurship.
2. Focusing on continuous improvement, execution, accountability and moving up the value chain from goods to experiences to dreams.
3. Challenging the status quo and embracing diversity, risk-taking, and learning from failures. Small companies can outperform giants by being dramatically different and building emotional connections.
Tom Peters' presentation discusses key principles for achieving excellence, including focusing on people, customers, passion, and continuous innovation. Some of the core ideas discussed are decentralizing decision-making, prioritizing execution, accountability, developing talent, and leadership with a clear purpose and passion that inspires others. Case studies and quotes from successful companies are provided as examples of these excellence principles in action.
Tom Peters at Property Loss Research Bureau, Orlandobizgurus
The document discusses various topics around excellence, leadership, and innovation. It provides quotes from business leaders emphasizing the importance of having a clear purpose, passion, persistence, serving people, embracing change and failure, and bringing diverse groups together to solve problems. It also discusses moving up the "value-added ladder" from goods to experiences to dreams to create more value for customers.
This document contains a collection of quotes and passages on various topics related to excellence, leadership, strategy, culture, and talent development. Some key points discussed include the importance of focusing on people over strategy, serving employees as customers, the critical role of front-line managers, and hiring for potential over experience. The document advocates for an obsession with developing talent at all levels as a core competence.
Tom Peters at National Jeweler Network's CEO Summitbizgurus
The document discusses topics related to business excellence including leadership, innovation, women in business, branding, and customer experience. It provides quotes on servant leadership, the importance of passion and purpose, embracing change and failure, and selling dreams and emotions rather than just products. The document advocates for relentless pursuit of excellence and challenging the status quo to achieve dramatic organizational change.
This document contains excerpts and quotes on a variety of topics related to business excellence and leadership. It discusses the importance of execution, accountability, decentralization, talent, purpose, passion and enthusiasm in leadership. It also emphasizes seeking out discomfort and diversity of experience, as well as focusing on customers, women, and lifelong learning.
The document discusses opportunities presented by women, baby boomers, and seniors as consumer groups. It notes the enormous spending power and influence of women in particular, who control over half of total wealth and make the majority of consumer purchases. It emphasizes that this is not just a program but a huge strategic opportunity and cultural change for companies that fail to recognize and cater to these groups.
Tom Peters at Quinnipiac Leadership Forum, Hamden, CTbizgurus
The document provides a summary of Tom Peters' presentation on excellence and innovation. It discusses the need for diversity, experimentation, and embracing change. It emphasizes pursuing passion and purpose to drive excellence and continuous improvement.
Tom Peters at Quinnipiac & Miller Agency (Long)bizgurus
This document contains a summary of notes from a presentation on excellence and building successful organizations. It discusses several key principles:
1. Thriving in change by being responsive and innovative. Decentralizing operations and empowering autonomy and entrepreneurship.
2. Focusing on continuous improvement, execution, accountability and moving up the value chain from goods to experiences to dreams.
3. Challenging the status quo and embracing diversity, risk-taking, and learning from failures. Small companies can outperform giants by being dramatically different and building emotional connections.
Tom Peters' presentation discusses key principles for achieving excellence, including focusing on people, customers, passion, and continuous innovation. Some of the core ideas discussed are decentralizing decision-making, prioritizing execution, accountability, developing talent, and leadership with a clear purpose and passion that inspires others. Case studies and quotes from successful companies are provided as examples of these excellence principles in action.
Tom Peters at Property Loss Research Bureau, Orlandobizgurus
The document discusses various topics around excellence, leadership, and innovation. It provides quotes from business leaders emphasizing the importance of having a clear purpose, passion, persistence, serving people, embracing change and failure, and bringing diverse groups together to solve problems. It also discusses moving up the "value-added ladder" from goods to experiences to dreams to create more value for customers.
This document contains a collection of quotes and musings on various business-related topics such as excellence, innovation, value creation, and customer focus. Some of the key ideas discussed include the importance of bias for action over extensive planning, experimenting fearlessly, rewarding failures, and reimagining businesses to focus on experiences and dreams rather than just goods and services.
The document provides advice and strategies for small businesses to compete against larger companies like Walmart. It recommends that small businesses focus on a niche, dramatically differentiate themselves through unique design and customer experience, and form emotional bonds with clients and vendors to beat bigger competitors. It also stresses the importance of hands-on leadership, being a community star, excellence, innovation, and relentless marketing.
Tom Peters at Great Lakes Broadcasting Conferencebizgurus
This document discusses excellence in business and leadership. It provides advice on building successful companies, including decentralizing operations, focusing on execution, and emphasizing accountability. It also emphasizes the importance of embracing change, innovation, and diversity. Additionally, it notes the growing economic power of women consumers and highlights strategies for appealing to women, baby boomers, and other groups.
Tom Peters at International Institute for Research in Lisbonbizgurus
The document is a collection of quotes and passages on various topics related to business excellence and innovation. Some key points:
- Excellence requires being responsive to change, growing revenue, innovating or risking death, decentralizing decision-making, executing strategically, and holding oneself accountable.
- Organizations must take risks, try new things even if they fail, move up the value chain by solving customer problems, and view all roles as value-adding rather than just support functions.
- The future belongs to those who hang out with and benchmark themselves against innovators, have diversity of thought at the top, and focus on outcomes like customer success over just transactions.
Tom Peters The Future of Talent Conference - Longbizgurus
This document discusses developing and retaining talent excellence in organizations. Some key points:
1. Top talent is the most important asset for companies and should be prioritized above capital expenditures. People skills and developing talent are emphasized as most important.
2. HR is positioned as critical to the success of the organization and should sit at the same level as finance and marketing. Developing and retaining top talent is seen as the primary role of HR.
3. A strategic and formal approach to recruitment, leadership development, performance reviews with a focus on talent is advocated. Compensation and training of employees is also emphasized as important for retaining top performers.
The document discusses 50 rules for leading in uncertain times. Some key points:
1. Leadership is a mutual discovery process where leaders provide opportunities for people to explore, express curiosity, and create what they never imagined.
2. Great leaders develop talent over the long haul, but sometimes a "cult of personality" works. All organizations need visionary, talent-focused, and profitable leadership.
3. Leaders show up, love messes, do things, learn from failures, focus on soft skills like passion, and know leadership is about love and making a difference.
Tom Peters at Future of Talent Conference, Utrechtbizgurus
This document discusses the importance of talent and excellence in organizations. Some key points:
1. People and talent should be the top priority for leaders. Treating employees well and helping them grow is critical for success.
2. To thrive in today's economy, companies must focus on creativity, intellectual capital, and maximizing human potential. Finding and developing top talent should be an obsession.
3. HR should be a strategic partner, not just an administrative department. It must help acquire, develop and retain the best talent to execute the business strategy.
This document provides a summary of the speaker's trip to New Zealand and discusses various topics related to business excellence and innovation. It contains quotes and observations about the need for companies to embrace change, take risks, encourage diversity of thought, experiment frequently, and tolerate failures in order to drive innovation and long-term success. Key themes emphasized include the importance of revenue growth over cost-cutting, pursuing new opportunities through acquisitions or spin-offs, and cultivating "freaks" and diverse problem-solvers within organizations.
Jim's Group is a franchise business started by Jim Penman in 1984 as Jim's Mowing that has expanded to 2,600 franchisees providing services like cleaning, dog washing, handyman work, fencing, paving, and pool care in Australia, New Zealand and the UK. They prioritize customers and franchisees can leave at any time, with typically less than one complaint per year.
Home Depot Business ToolBox provides payroll processing, credit card processing, personnel paperwork, mobile phones, shipping, and health insurance to over 12,000 small business customers like plumbers, electricians and contractors.
Bo Burlingham's book Small Giants profiles companies that have intimate relationships with their local communities and customers
This document discusses principles of management according to Tom Peters. It discusses how to build a curious corporation by hiring curious people, collecting weirdos, weeding out dullards, supporting generous sabbaticals, and fostering new interaction patterns. It also discusses making prototyping effective by using more prototypes early and representing system interactions, having customers be part of innovation teams, and having a plan-less culture of trying things first and fixing them fast. The document emphasizes that human resources must model innovative behavior 100% of the time and that the organization should have an adhocracy culture without strict linearity assumptions.
The document summarizes the advantages of guerrilla and decentralized network-based organizations compared to traditional hierarchical organizations. It notes that guerrilla organizations are more agile, unpredictable, flexible, and able to spread confusion, while traditional organizations are sluggish, predictable, inflexible, and rely on set-piece victories. It advocates for simple, flexible philosophies and operations over complex, rigid approaches.
This document is a collection of quotes and passages from Tom Peters discussing various topics related to excellence and innovation. It touches on themes like embracing failure, decentralization, execution, accountability, solving problems for customers, and tapping into opportunities like the women's market. Short snippets and ideas are presented without much additional context or connection between sections.
The document discusses the benefits of diversity, collaboration, and unconventional thinking. It advocates embracing "freaks" and diverse groups to drive innovation. Large companies are tapping into crowdsourcing and mass collaboration enabled by new technologies like Wikipedia and YouTube to access diverse perspectives and problem-solving abilities beyond what any single group could achieve.
The document discusses the differences between "linearists" and "non-linearists" in their approaches to business, innovation, and life. Linearists favor planning, minimizing costs, and avoiding failure, while non-linearists emphasize taking action, maximizing revenue, learning from failures and mistakes, and responding quickly to change. The document provides many quotes illustrating these contrasting mindsets and argues that a non-linear approach is better suited for an unpredictable world.
Tom Peters at Transforming Work, Life, & Organizations conferencebizgurus
The document discusses concepts related to excellence and innovation in organizations. It provides examples of how organizations can:
1) Embrace change, diversity of thought, risk-taking and rapid experimentation to drive innovation. Mistakes and failures should be seen as opportunities to learn.
2) Pursue decentralization, clear goal-setting, accountability and rigorous execution to achieve strategic objectives.
3) Continually move up the value chain by shifting from goods to services, solutions, experiences, and transforming customers' organizations.
Tom Peters is the author of the business management bible, “In Search of Excellence,” as well as more than a dozen additional international bestsellers – the most recent of which is “The Little BIG Things: 163 Ways to Pursue Excellence.” As the most brazen and engaging management guru of our time, he’s best known for cutting through the clutter of tired, fluffy business mantras and providing daring, unconventional insights into how to run your business.
The document discusses how innovation occurs through people, not research and development alone. It emphasizes that psychological safety, where people respect each other and contribute equally, is important for building successful teams. Perspective taking, keeping teams small, and being proactive can help encourage psychological safety. Innovation results from cooperation within communities where people specialize and achieve more together than alone.
El documento presenta varias oraciones breves y aparentemente inconexas sobre diversos temas como formas de reutilizar latas vacías, limpieza del hogar, alimentación y mascotas. No parece haber un tema principal que una las oraciones ni proporcionar información relevante.
This document contains a collection of quotes and musings on various business-related topics such as excellence, innovation, value creation, and customer focus. Some of the key ideas discussed include the importance of bias for action over extensive planning, experimenting fearlessly, rewarding failures, and reimagining businesses to focus on experiences and dreams rather than just goods and services.
The document provides advice and strategies for small businesses to compete against larger companies like Walmart. It recommends that small businesses focus on a niche, dramatically differentiate themselves through unique design and customer experience, and form emotional bonds with clients and vendors to beat bigger competitors. It also stresses the importance of hands-on leadership, being a community star, excellence, innovation, and relentless marketing.
Tom Peters at Great Lakes Broadcasting Conferencebizgurus
This document discusses excellence in business and leadership. It provides advice on building successful companies, including decentralizing operations, focusing on execution, and emphasizing accountability. It also emphasizes the importance of embracing change, innovation, and diversity. Additionally, it notes the growing economic power of women consumers and highlights strategies for appealing to women, baby boomers, and other groups.
Tom Peters at International Institute for Research in Lisbonbizgurus
The document is a collection of quotes and passages on various topics related to business excellence and innovation. Some key points:
- Excellence requires being responsive to change, growing revenue, innovating or risking death, decentralizing decision-making, executing strategically, and holding oneself accountable.
- Organizations must take risks, try new things even if they fail, move up the value chain by solving customer problems, and view all roles as value-adding rather than just support functions.
- The future belongs to those who hang out with and benchmark themselves against innovators, have diversity of thought at the top, and focus on outcomes like customer success over just transactions.
Tom Peters The Future of Talent Conference - Longbizgurus
This document discusses developing and retaining talent excellence in organizations. Some key points:
1. Top talent is the most important asset for companies and should be prioritized above capital expenditures. People skills and developing talent are emphasized as most important.
2. HR is positioned as critical to the success of the organization and should sit at the same level as finance and marketing. Developing and retaining top talent is seen as the primary role of HR.
3. A strategic and formal approach to recruitment, leadership development, performance reviews with a focus on talent is advocated. Compensation and training of employees is also emphasized as important for retaining top performers.
The document discusses 50 rules for leading in uncertain times. Some key points:
1. Leadership is a mutual discovery process where leaders provide opportunities for people to explore, express curiosity, and create what they never imagined.
2. Great leaders develop talent over the long haul, but sometimes a "cult of personality" works. All organizations need visionary, talent-focused, and profitable leadership.
3. Leaders show up, love messes, do things, learn from failures, focus on soft skills like passion, and know leadership is about love and making a difference.
Tom Peters at Future of Talent Conference, Utrechtbizgurus
This document discusses the importance of talent and excellence in organizations. Some key points:
1. People and talent should be the top priority for leaders. Treating employees well and helping them grow is critical for success.
2. To thrive in today's economy, companies must focus on creativity, intellectual capital, and maximizing human potential. Finding and developing top talent should be an obsession.
3. HR should be a strategic partner, not just an administrative department. It must help acquire, develop and retain the best talent to execute the business strategy.
This document provides a summary of the speaker's trip to New Zealand and discusses various topics related to business excellence and innovation. It contains quotes and observations about the need for companies to embrace change, take risks, encourage diversity of thought, experiment frequently, and tolerate failures in order to drive innovation and long-term success. Key themes emphasized include the importance of revenue growth over cost-cutting, pursuing new opportunities through acquisitions or spin-offs, and cultivating "freaks" and diverse problem-solvers within organizations.
Jim's Group is a franchise business started by Jim Penman in 1984 as Jim's Mowing that has expanded to 2,600 franchisees providing services like cleaning, dog washing, handyman work, fencing, paving, and pool care in Australia, New Zealand and the UK. They prioritize customers and franchisees can leave at any time, with typically less than one complaint per year.
Home Depot Business ToolBox provides payroll processing, credit card processing, personnel paperwork, mobile phones, shipping, and health insurance to over 12,000 small business customers like plumbers, electricians and contractors.
Bo Burlingham's book Small Giants profiles companies that have intimate relationships with their local communities and customers
This document discusses principles of management according to Tom Peters. It discusses how to build a curious corporation by hiring curious people, collecting weirdos, weeding out dullards, supporting generous sabbaticals, and fostering new interaction patterns. It also discusses making prototyping effective by using more prototypes early and representing system interactions, having customers be part of innovation teams, and having a plan-less culture of trying things first and fixing them fast. The document emphasizes that human resources must model innovative behavior 100% of the time and that the organization should have an adhocracy culture without strict linearity assumptions.
The document summarizes the advantages of guerrilla and decentralized network-based organizations compared to traditional hierarchical organizations. It notes that guerrilla organizations are more agile, unpredictable, flexible, and able to spread confusion, while traditional organizations are sluggish, predictable, inflexible, and rely on set-piece victories. It advocates for simple, flexible philosophies and operations over complex, rigid approaches.
This document is a collection of quotes and passages from Tom Peters discussing various topics related to excellence and innovation. It touches on themes like embracing failure, decentralization, execution, accountability, solving problems for customers, and tapping into opportunities like the women's market. Short snippets and ideas are presented without much additional context or connection between sections.
The document discusses the benefits of diversity, collaboration, and unconventional thinking. It advocates embracing "freaks" and diverse groups to drive innovation. Large companies are tapping into crowdsourcing and mass collaboration enabled by new technologies like Wikipedia and YouTube to access diverse perspectives and problem-solving abilities beyond what any single group could achieve.
The document discusses the differences between "linearists" and "non-linearists" in their approaches to business, innovation, and life. Linearists favor planning, minimizing costs, and avoiding failure, while non-linearists emphasize taking action, maximizing revenue, learning from failures and mistakes, and responding quickly to change. The document provides many quotes illustrating these contrasting mindsets and argues that a non-linear approach is better suited for an unpredictable world.
Tom Peters at Transforming Work, Life, & Organizations conferencebizgurus
The document discusses concepts related to excellence and innovation in organizations. It provides examples of how organizations can:
1) Embrace change, diversity of thought, risk-taking and rapid experimentation to drive innovation. Mistakes and failures should be seen as opportunities to learn.
2) Pursue decentralization, clear goal-setting, accountability and rigorous execution to achieve strategic objectives.
3) Continually move up the value chain by shifting from goods to services, solutions, experiences, and transforming customers' organizations.
Tom Peters is the author of the business management bible, “In Search of Excellence,” as well as more than a dozen additional international bestsellers – the most recent of which is “The Little BIG Things: 163 Ways to Pursue Excellence.” As the most brazen and engaging management guru of our time, he’s best known for cutting through the clutter of tired, fluffy business mantras and providing daring, unconventional insights into how to run your business.
The document discusses how innovation occurs through people, not research and development alone. It emphasizes that psychological safety, where people respect each other and contribute equally, is important for building successful teams. Perspective taking, keeping teams small, and being proactive can help encourage psychological safety. Innovation results from cooperation within communities where people specialize and achieve more together than alone.
El documento presenta varias oraciones breves y aparentemente inconexas sobre diversos temas como formas de reutilizar latas vacías, limpieza del hogar, alimentación y mascotas. No parece haber un tema principal que una las oraciones ni proporcionar información relevante.
This document provides information about an upcoming conference on November 22-23, 2017 in Berlin and June 22-23, 2017 in London to discuss influencer relationship management (IRM) platforms. It summarizes the capabilities of the 'au.thor.i.ty' IRM platform, which includes modules for influencer marketing, social content discovery, social employer advocacy, offline-to-online marketing, and data management across 15 countries and 150 million people. It invites the recipient to register for the conference and provides contact information for the global CEO of the company behind the IRM platform.
Las mujeres tienden a vivir más que los hombres debido a factores biológicos y de estilo de vida. Las mujeres tienen menos probabilidades de sufrir enfermedades cardiovasculares y accidentes, y tienden a adoptar hábitos más saludables como no fumar o beber en exceso. Los hombres también están más expuestos a riesgos laborales y de comportamiento que acortan su esperanza de vida.
Um equipamento industrial foi adquirido por meio de um contrato de arrendamento mercantil financeiro com 24 parcelas mensais de R$30.000 e uma parcela final de R$52.406,48. O valor presente do contrato era R$600.000 e o valor justo do equipamento era R$630.000. Com base nos dados, a despesa de depreciação em dezembro de 2010 será de R$6.250 e a despesa financeira será de R$12.000.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness and well-being.
Startup Stage - Advertising - Presentation by Klaas Joosten, CEO of LinkPizza at the Axel Springer NOAH Conference Berlin 2016, Tempodrom on the 8th of June 2016.
El documento habla sobre los diferentes tipos de software necesarios para que un ordenador funcione. Explica que el software son los programas y procedimientos necesarios para realizar tareas específicas y menciona ejemplos como sistemas operativos como Windows y Linux, antivirus, y programas para crear páginas web de código abierto o cerrado. También distingue entre software libre, que puede ser usado y modificado, vs software de pago.
1. VSR introduces the Project Management conference in Hyderabad and thanks the volunteers and sponsors for making it possible.
2. He discusses how past leaders in India successfully executed projects to create "A Better Tomorrow", such as Gandhi's freedom movement and ISRO's space programs.
3. However, many current infrastructure and IT projects are behind schedule or over budget. Next Generation Communities and focus on Execution Excellence are proposed as solutions to address challenges and realize the vision of India 2020.
A trademark is a distinctive word, phrase, logo, graphic symbol, or other device that is used to identify the source of a product or service and which serves to distinguish it from competitors.
1) O documento discute o software ED-Portal da Escrita Digital para avaliação de desempenho e gestão de formação.
2) Ele fornece resumos sobre como o software permite avaliar funcionários, identificar necessidades de treinamento e gerenciar processos de formação.
3) O software também gera estatísticas e relatórios para dar visibilidade sobre desempenho, competências e necessidades de treinamento em toda a organização.
Farmer field school on family's chicken production and climate change adaptationSoksophors yim
The document summarizes a farmer field school conducted in TavengLeu commune in Ratanakiri province to improve indigenous chicken rearing practices. Over 8 training sessions, 12 young farmers learned techniques like separating chickens by size, building cages and biosafety fences, providing mixed feed, and constructing mobile cages for transporting chickens. Farmers applied these new skills and saw benefits like healthier chickens that grew faster. The field school faced some challenges but also demonstrated successes of the approach like motivating farmers through experience sharing.
Consumer Goods - Presentation by Olaf Koch, Chairman of the Management Board of Metro Group at the Axel Springer NOAH Conference Berlin 2016, Tempodrom on the 9th of June 2016.
The financial system allows the flow of funds from savers (surplus spending units) to borrowers (deficit spending units) through financial institutions. It does this by facilitating financial claims like loans and equity investments between these units. The system also enables settlement of transactions through payment systems like banks, ATMs, and EFTPOS. Additionally, it provides information to market participants to make informed investment decisions through credit rating agencies, and allows risks to be transferred and managed through insurance and derivatives. Maintaining an efficient financial system is important for allocating funds to their highest uses and integrating economies, though some countries were less affected by the global financial crisis due to more calibrated financial liberalization.
Natural magnetism has been known for thousands of years and refers to objects that exhibit permanent magnetic properties. Most rocks containing iron oxide, called lodestone, were naturally magnetic. Permanent magnets are usually made of steel which better locks the magnetic domains into alignment compared to iron. The magnetic field of a bar magnet is represented by lines of force and is strongest at the poles where the lines are closest together. Heating a magnet above its Curie point causes it to lose its magnetic properties as the domains become randomly aligned.
This document describes the strategic planning and monitoring model used by the Brazilian Ministry of Education. It consists of three dimensions that provide a cyclical process: 1) Strategy, Guidelines and Policies, 2) Strategic Planning, and 3) Execution and Monitoring of the Strategy. The strategic planning process involves defining strategic objectives, initiatives and actions aligned with legislation and addressing needs. Objectives and initiatives are structured in Operational Tactical Plans to guide implementation and monitoring. Regular meetings are held to discuss progress and make adjustments to ensure successful execution of the strategy.
The students were asked to list what they thought were the seven wonders of the world. Most lists included well-known structures like the Great Pyramids and Great Wall of China. However, one student's list focused on less tangible wonders: to see, to hear, to touch, to feel, to laugh, and to love. Her answer highlighted the truly wonderful things in life that we often take for granted. The greatest wonder of all is God's love for mankind, shown through sending his son Jesus.
1. The document is a presentation by Tom Peters on excellence that includes quotes and sections on various topics related to business excellence such as talent, innovation, change, and customer experience.
2. It recommends having an "emotional, vital, innovative, joyful" approach to business in order to elicit maximum human potential and serve employees, customers, and communities.
3. It emphasizes the importance of unconventional talent, creativity, energy, and flawless execution in delivering surprising and transforming customer experiences.
Effective Leadership is a presentation about leadership styles and qualities of successful leaders. It profiles four leaders - Russell Simmons, Steve Jobs, Jim Sinegal, and an overview of common leadership traits. Russell Simmons is highlighted for his vision in founding Def Jam Records and overcoming obstacles. Steve Jobs is noted for his innovation at Apple and demanding management style. Jim Sinegal created a vision at Costco of benefiting all stakeholders and believes in investing in employees through good wages and benefits. Overall, the presentation examines what makes certain individuals effective leaders.
This document summarizes key leadership lessons from several influential figures, including Russell Simmons, Steve Jobs, and Jim Sinegal. Russell Simmons emphasized having a clear vision, surrounding yourself with smart people, keeping an open mind, knowing your target market, and persevering through challenges. Steve Jobs was known for his innovative spirit and aggressive management style that drove Apple's success. Jim Sinegal founded Costco with a vision to benefit all stakeholders, and believes in investing in employees through high wages, benefits, and career development opportunities.
Business glossary Mohamed Attia A to Z Master Discuss LG Electronics
The document provides definitions and quotes about various business-related terms from A-Z. Some of the terms defined include accountant, action, advertising, assets, branding, bureaucracy, business, capitalism, change, communication, competition, creativity, customer, debt, diversity, earnings, effectiveness, efficiency, employees, ethics, execution, experience, finance, focus, forecast, globalization, growth, human capital, imagination, innovation, internet, job, knowledge management, leadership, management, marketing, and meetings.
Business glossary Mohamed Attia-Master DiscussionLG Electronics
The document provides definitions and quotes about various business-related terms from A-Z. Some of the terms defined include accountant, action, advertising, assets, branding, bureaucracy, business, capitalism, change, communication, competition, creativity, customer, debt, diversity, earnings, effectiveness, efficiency, employees, ethics, execution, experience, finance, focus, forecast, globalization, growth, human capital, imagination, innovation, internet, job, knowledge management, leadership, management, marketing, and meetings.
Business glossary-Mohamed Attia-Master DiscussionLG Electronics
The document provides definitions and quotes about various business-related terms from A-Z. Some of the terms defined include accountant, action, advertising, assets, branding, bureaucracy, business, capitalism, change, communication, competition, creativity, customer, debt, diversity, earnings, effectiveness, efficiency, employees, ethics, execution, experience, finance, focus, forecast, globalization, growth, human capital, imagination, innovation, internet, job, knowledge management, leadership, management, marketing, and meetings.
The document summarizes key points from a presentation by Tom Peters on excellence and lessons from past financial crises. It discusses factors that contributed to the 2008 financial crisis such as excessive risk-taking, greed, overreliance on quantitative models, increasing complexity, unstable perceptions of value, poor lending practices, deregulation gone too far, and failure to learn from history. It emphasizes the importance of basics like serving customers well and focusing on people over quantitative analysis.
This document provides definitions and quotes about various business terms from accountant to knowledge management. Some key quotes discuss assets being a company's greatest asset, advertising contributing to a brand's complex symbol, and leadership being reflected in the standards a leader sets for themselves.
A crsis is a defining moment for all leaders. The spotlight is on them. It is a time for the human element to shine through. It is a time when the head and the heart need to be fully engaged. The Institute for HeartMath shows that the heart has a brain and it is in constant 2-way communication with the (neurological) brain. It controls the decisions we make, so it's imporatnt for leaders to be fully engaged when leading in a crisis.
This document contains observations and commentary from Tom Peters on leading with compassion during troubled times. Peters emphasizes the importance of focusing on excellence, people, and community now more than ever. He advocates for hiring and promoting based on empathy and a demonstrated track record of putting people first. Peters argues that creating a supportive work environment, especially during difficult circumstances, is how managers earn their pay.
The Entrepreneurial Dream: The Power Of Entrepreneurial ThinkingTim R. Holcomb, Ph.D.
This document discusses the entrepreneurial mindset and qualities of successful entrepreneurs. It argues that we are living in a time of unprecedented and accelerating change driven by new technologies and globalization. To succeed, entrepreneurs must see opportunities where others don't, be innovative, take risks, and have a strong work ethic. Characteristics of successful entrepreneurs include passion for their business, vision, perseverance through failures, and translating ideas into action. The document provides advice on developing an entrepreneurial venture, including defining one's meaning or purpose, developing a clear mantra, taking initial action, defining the business model, and planning milestones and tasks.
1. The document discusses various types and qualities of leadership. It emphasizes that leaders should serve their organizations by allowing members to discover their greatness and do their best work.
2. Three main types of leaders are described: talent developers, visionaries, and "inspired profit mechanics." Effective organizations need all three.
3. Successful leaders focus on people and culture, constantly learning and improving. They embrace challenges, mistakes, and change while delivering results through passion and enthusiasm.
The document discusses several key ideas around leadership:
1) Leaders exist to serve others and lead by example to inspire people, rather than convince them of what to do.
2) An organization's brand and experiences are shaped by its people. A leader must focus on the experiences of those in the organization.
3) Successful leaders empower others to achieve their best work, listen to employees, and make them feel valued and consulted.
This document contains advice and quotes about innovation. It emphasizes that innovation is messy and experimental, requiring trying new ideas, failing, and trying again. It stresses getting started on innovation now through actions like prototyping ideas, decentralizing to encourage independent tries, and rewarding failures as well as successes in order to learn and move innovation efforts forward. The overall message is that continuous experimentation, action, and persistence are needed to drive innovation successfully.
Tom Peters outlines 27 "Number Ones" that are essential for organizational excellence. The top three are:
1. Capital Investment #1 is training, which Peters argues should be viewed as a capital expense and top strategic priority. Continuous training is especially important in today's changing environment.
2. The number one moral obligation is to prepare all employees, both permanent and temporary, for an uncertain future through skills development and positive mindset training.
3. Obsession #1 should be execution, which Peters says accounts for "the last 95%" of success. Strong execution is required to realize any strategy.
The document contains the slogan "How Would You Play Today If You Knew You Could Not Play Tomorrow" used by Loyola's lacrosse coach Diane Geppi-Aikens, encouraging players to make the most of each opportunity as if it could be their last. It aims to motivate full effort and appreciation for each game.
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
13 Jun 24 ILC Retirement Income Summit - slides.pptxILC- UK
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy VisaAmit Kakkar
Discover essential details about Thailand's recent visa policy changes, tailored for tourists and students. Amit Kakkar Easy Visa provides a comprehensive overview of new requirements, application processes, and tips to ensure a smooth transition for all travelers.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
1. LONG Tom Peters’ X25* Enthusiasm. Energy. Empathy. Execution. Excellence. Always. XAlways. ROCHE . ATHENS .11 January 2007 * In Search of Excellence 1982-2007
3. “ Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” —Henry Clay
4. Where Are Your “2-cent Candies”? Beltramo’ s checkout. Car p et installer booties. Sin g a p ore candies @ Immigration
5. “ A man without a smiling face must not open a shop.” —Chinese Proverb
6. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM . * ** *Watergate, M Stewart, BR **And: PERCEPTION IS ALL THERE IS!
9. “ What’s Really Propping Up the Economy: Healthcare has added 1.7 million jobs since 2001. The rest of the private sector? None .” Source: Title, cover story, BusinessWeek , 0925.2006
13. “ I call 60 CEOs in the first week of the year to wish them Happy New Year. …” —Hank Paulson, former CEO, Goldman Sachs Source: Fortune , “Secrets of Greatness,” 0320.05
14. MBWA, Grameen Style! “Conventional banks ask their clients to come to their office. It’s a terrifying place for the poor and illiterate. … The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people . … If any staff member is seen in the office, it should be taken as a violation of the rules of the Grameen Bank. … It is essential that [those setting up a new village Branch] have no office and no place to stay. The reason is to make us as different as possible from government officials .” Source: Muhammad Yunus, Banker to the Poor
17. “ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change .” —Charles Darwin
18. “ 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 very large one and just wait .” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
19. “ Forbes100” from 1917 to 1987 : 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” significantly under p erformed the market; just 2 (2%), GE & Kodak , out p erformed the market from 1917 to 1987. S&P 500 from 1957 to 1997 : 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market
20. Welcome to the “Club of Shattered Dreams”: Of Korea’s Top 100 companies in 1955, only 7 were still on the list in 2004. The 1997 crisis “destroyed half of Korea’s 30 largest conglomerates.” Source: “KET Issue Report,” Kim Jong Nyun (14.05.2005)
21. S&P Stability Ratings* 1985 2006 Low Risk 41% 13% Average Risk 24% 14% High Risk 35% 73% *Likelihood of stable long-term earnings growth Source: Fortune (2 October 2006)
22. Flat as a Pancake (Or Worse) Wal*Mart … Dell … Intel … Home Depot … Microsoft … GE
28. P eople. P roduct. C lients. E xecution. E nthusiasm. E xcellence.
29. “ 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
30. P eople. P roduct. C lients. E xecution. E nthusiasm. E xcellence. R esilience. R elentless. S enility.
31. “ One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back , or stop, until the thing intended was accomplished.” —Grant
32. “ Success seems to be largely a matter of hanging on after others have let go.” —William Feather, author* (*c.f. Woody Allen: “90% of success is showing up.” )
33. “ The first 90% of a project takes 90% of the time. The last 10% takes the other 90% of the time.” —Richard Templar, The Rules of Management
34. Wanted *: Corporate Senility! * “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” —Dee Hock
35. “ Strive for Excellence. Ignore success.” —Bill Young, PR driver (courtesy Andrew Sullivan)
36. The older I get the less boring the “basics” become!
40. Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through Peo p le 5. Hands On , Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties”
41. ExIn*: 1982-2002/Forbes.com DJIA : $10,000 yields $85,000 EI : $10,000 yields $140,050 * Forbes / Excellence Index /Basket of 32 publicly traded stocks
44. The Peters Princi p les : Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow.
45. Business* (*at its “excellent” best) can be: An emotional, vital, audacious, innovative, joyful, frightening, risky, creative, entrepreneurial endeavor that breathes life & fire into our work & life & elicits maximum concerted human potential in the wholehearted effort to help others ** [**employees, clients, suppliers, communities, owners, temporary partners] succeed & profit & imagine & reach places they’d never dreamed they could go.
47. “ Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking, ‘ What is impossible that I am going to do today?’” —Daniel Lamarre, president, Cirque du Soleil
49. “ The First step in a ‘dramatic’ ‘organizational change program’ is obvious— dramatic personal change !” —RG
50. “ Work on me first.” —Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/ Crucial Conversations
51. "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)
57. “ 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)
63. “ 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
69. “ 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 very large one and just wait .” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
70. “ I don’t believe in economies of scale. You don’t get better by being bigger. You get worse .” — Dick Kovacevich/Wells Fargo
71. “ Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger . Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.” —Jim Collins/ Time /2004
72. “ A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them , preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.” — Jim Utterback, Mastering the Dynamics of Innovation
75. The Mess Is the Message! Period! An Economic Interpretation of the Constitution of the United States — Charles Beard (1913) The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger —Marc Levinson Tube: The Invention of Television —David & Marshall Fisher Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World —Jill Jonnes The Soul of a New Machine —Tracy Kidder Rosalind Franklin: The Dark Lady of DNA —Brenda Maddox The Blitzkrieg Myth —John Mosier
78. Case: Reality Germans cross Meuse into France. Whoops: French intelligence completely drops the ball. (Loses track of the Germans—no kidding.) Germans keep advancing; outrun supply lines; no land-air co-ordination. Hitler orders advance stopped. General never gets the word. General marches to Paris, virtually unopposed. Germans shocked. After the fact, Germans label it “Blitzkrieg.”
79. Case: Lessons Learned Do something. Get lucky. Attribute luck to superior planning. Get medals.
83. “ 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 to p!” — Gary Hamel/ Harvard Business Review
85. “ To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Ren é e Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times /2003
86. “ How do dominant companies lose their position? Two-thirds of the time, the y p ick the wron g competitor to worr y about .” —Don Listwin, CEO, Openwave Systems/ WSJ
87. Kodak …. Fuji GM …. Ford Ford …. GM IBM …. Siemens, Fujitsu Sears …. Kmart Xerox …. Kodak, IBM
88. “ Don’t benchmark, futuremark!” Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson
90. 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 g reatness .”
91. Leadership’s Mt Everest/Mt Excellence “ free to do his or her absolute best” … “allow its members to discover their greatness.”
92. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it . Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.
94. “ 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
96. “ Experiment fearlessly” Source: BW 0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”— Tactic #1
97. “ 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
99. The True Logic* of Decentralization: 6 divisions = 6 “tries” 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT “tries” = Max probability of “win” 6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT “tries” = Max probability of “ far out ”/” 3-sigma ” “win” *“Driver”: Law of Large #s
100. READY. FIRE! AIM. Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)
101. READY. FIRE! AIM. Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)
102. “ You miss 100 percent of the shots you never take.” —Wayne Gretzky
103. TP “Lessons Learned” Innovation = DisDis (Disciplined Disorganization) Luck is a very good thing.* ** (*More “lessons” later: E.g., If you hire a bunch of disciplined weirdos and try a lot of weird stuff, the odds of getting lucky go up remarkably) (**Career success depends on convincing others that you knew what the hell you were doing all along. Good news: Say it long enough and you will believe it. Great news: Keep saying it and you, too, can become a “guru.”)
105. “ We have a ‘strategic plan.’ It’s called doing things .” — Herb Kelleher
106. Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties”
142. “ Execution is the j ob of the business leader .” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
143. “ Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Disci p line of Getting Things Done
146. “ Realism is the heart of execution.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
147. “ 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)
149. A man approached JP Morgan , held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.” “Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.” The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000 …
150. 1. Every morning, write a list of the things that need to be done that day. 2. Do them. Source: Hugh MacLeod/tompeters.com/NPR
158. The Value-added Ladder/ OPPORTUNITY-SEEKING Gamechanging Solutions Services Goods Raw Materials
159. “ The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers’ organization.” * (*E.g.: CRM failure rate/Gartner: 70 %) —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
163. Core Mechanism : “Game-chan g in g Solutions” PSF (Professional Service Firm “model”/The Organizing Principle ) + Brand You (“Distinct” or “Extinct”/The Talent ) + Wow! Projects (“Different” vs “Better”/The Work )
165. HCare CIO : “Technology Executive” (workin’ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Senior Healin g -Services Team (who happens to be a techie)
166. PSF Transformation: Credit De p artment/Trek Was Is Credit Dept Financial Services Hammer on dealers until Make dealers successful so they they pay CAN pay AR sold to 3 rd party Trek is the commercial financial commercial co. Company 23 employees 12 employees Oversee peak AR of $70M Oversee peak AR of $160M Identify risky dealers Identify opportunities Cost Center Profit Center No products Products: Consulting, MC/Visa, Stored value of gift cards, Gift card peripherals, Online payments Source: John Burke/0330.06
168. “ Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage
169. “ The [ Starbucks ] Fix” Is on … “We have identified a ‘third place.’ And I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.” —Nancy Orsolini, District Manager
170. 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
174. DREAM : “ A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be.” —Gian Luigi Longinotti-Buitoni
175. Furniture vs. Dreams “We do not sell ‘furniture’ at Domain. We sell dreams . This is accomplished by addressing the half-formed needs in our customers’ heads. By uncovering these needs, we, in essence, fill in the blanks. We convert ‘needs’ into ‘dreams.’ Sales are the inevitable result .” — Judy George, Domain Home Fashions
183. “ We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion. Imagination, myth, ritual - the language of emotion - will affect everything from our purchasing decisions to how we work with others. Com p anies will thrive on the basis of their stories and m y ths . Companies will need to understand that their products are less important than their stories.” —Rolf Jensen, Copenhagen Institute for Future Studies
186. “ That’s a very diverse* team.” — Patrick Cescau, CEO, Unilever** * 1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.) ** Approximately 85 % of Unilever’s products are purchased by … women.
187. “ That’s a VERY diverse team.” — Patrick Cescau, CEO, Unilever * ** * 1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.) ** Approximately 85% of Unilever’s products are purchased by … women.
190. “ Women are the majority market” —Fara Warner/ The Power of the Purse
191. “ Women don’t buy brands. They join them .” EVEolution
192. Selling to men: The TRANSACTION Model Selling to Women: The RELATIONAL Model Source: Selling to Men, Selling to Women , Jeffery Tobias Halter
193. “ Women speak and hear a language of connection and intimacy , and men speak and hear a language of status and independence. Men communicate to obtain information , establish their status , and show inde p endence . Women communicate to create relationshi p s , encourage interaction , and exchange feelin g s .” —Judy Rosener, America’s Competitive Secret
194. Editorial/Men : Tables, rankings.* Editorial/ Women : Narratives that cohere.* *Redwood (UK)
195. “ Women speak and hear a language of connection and intimacy , and men speak and hear a language of status and independence. Men communicate to obtain information , establish their status , and show independence . Women communicate to create relationships , encourage interaction , and exchange feelings .” —Judy Rosener, America’s Competitive Secret
196. “ A woman can effortlessly speak 6,000 to 8,000 words a day, use an additional 2,000-3,000 vocal sounds and 8,000-10,000 gestures and body signals. A man utters 2,000-4,00 words, 1,000-2,000 vocal sounds and makes 2,000-3,000 body language signals. In other words, women communicate three times more than men .” —Barbara and Allan Pease (from Selling to Men, Selling to Women , Jeffery Tobias Halter)
197. “ Women come out better on almost ever y count as investors … They are less likely to hold a losing investment too long, and less likely to wait too long to sell a winner; they’re also less likely to put too much money into a single investment or to buy a reputedly hot stock without doing sufficient research.” Source: The Merrill report: “When It Comes to Investing, Gender A Strong Influence on Behavior.”/ Atlantic
199. “ Forget China , India and the Internet : Economic Growth Is Driven by Women .” —Headline, Economist , April 15, 2006, Leader, page 14
200. “ Since 1970 , women have held two out of every three new jobs created.” — FT , 10.03.2006
201. 10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Women’s work force participation rates have soared worldwide. Women are closing in on “same pay for same job.” Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness & value-added imperatives. Women are better salespersons than men. Women buy [almost] everything—commercial as well as consumer goods. So what exactly is … the point of men ?
202. Not Just America … “Boys Falling Seven Years Behind Girls at GCSE Level” —headline, Weekly Telegraph , UK, 10.25.06
204. “ AS LEADERS, WOMEN RULE : New Studies find that female managers outshine their male counterparts in almost every measure” TITLE/ Special Report/ BusinessWeek
205. Women’s Strengths Match New Economy Imperatives : Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender ; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity . —Judy B. Rosener, America’s Competitive Secret: Women Managers
206. Women’s Ne g otiatin g Stren g ths *Ability to put themselves in their counterparties’ shoes *Comprehensive, attentive and detailed communication style *Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Source: Horacio Falcao, Cover story/May 2006, World Business , “Say It Like a Woman: Why the 21 st -century negotiator will need the female touch”
208. !!!!!!!!!!!!!!!!! “ People turning 50 today have more than half of their adult life ahead of them.” —Bill Novelli, 50+: Igniting a Revolution to Reinvent America
209. “ Baby-boomer Women : The Sweetest of Sweet Spots for Marketers” —David Wolfe and Robert Snyder, Ageless Marketing
210. “ WOMAN of the Year: She’s the most powerful consumer in America. And as she starts to turn sixty this month, the affluent baby boomer is doing what she’s always done— redefining herself.” —Joan Hamilton, Town & Country , JAN06
211. Magazine of the Year*: More Source: Advertising Age , 1023. 2006 , “‘More’ Taps Power of 40-plus to Draw Advertisers in Droves” (“More is breaking through advertisers’ irrational obsession with 20-somethings …”)
217. “ When I climb Mount Rainier I face less risk of death than I’ll face on the operating table.” — Don Berwick , “Six Keys to Safer Hospitals: A Set of Simple Precautions Could Prevent 100,000 Needless Deaths Every Year,” Newsweek (1212.2005)
218. Welcome to the Homer Simpson Hospital a/k/a The Killing Fields
220. HealthGrades/Denver: 195,000 hospital deaths per year in the U.S., 2000-2002 = 390 full jumbos/747s in the drink per year . Comments: “ This should give you pause when you go to the hospital.” —Dr. Kenneth Kizer, National Quality Forum . “ There is little evidence that patient safety has improved in the last five years .” —Dr. Samantha Collier Source: Boston Globe / 07.27.04
221. 1,000,000 “serious medication errors per year” … “illegible handwriting, misplaced decimal points, and missed drug interactions and allergies.” Source: Wall Street Journal / Institute of Medicine
222. CDC 1998 : 90,000 killed and 2,000,000 injured from hospital-caused drug errors & infections
223. “ BAD MEDICINE: This teenager [Jehan Nassif] died because of a medical bungle. So do 18,000 other Australians each year. Why our hospitals keep making fatal mistakes.” —cover, The Bulletin (Australia), 09.05.2006 (“… up to 16% of hospitalized patients will suffer an adverse event; 50% of these will be preventable and 10% of these will lead to permanent disability or death.”) (equivalent, on a per capita basis, to about 200,000 in the United States —which is about the actual U.S. number)
224. Primary “Success Factors”: “Sanitary revolution”: mortality in major cities down 55 % between 1850 and 1915 Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
226. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
227. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
228. “ 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)
229. “ Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘ Who do we i ntend to be ?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller
230. Ah, kids : “What is your vision for the future?” “What have you accomplished since your first book?” “Close your eyes and imagine me immediately doing something about what you’ve just said. What would it be?” “Do you feel you have an obligation to ‘Make the world a better place’?”
231. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
232. “ Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge
234. Charles Handy on the “Alchemists” “ Passion was what drove these people, p assion for their product or their cause. If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong. Passion as the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly, p assion is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.”
235. “ Whenever anything is being accomplished, I have learned, it is being done by a monomaniac with a mission.” —Peter Drucker
236. 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 !
237. “ Most important, he upped the energy level at Motorola.” — Fortune on Ed Zander/08.05
238. “ Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision or powerful ideas. But the reality is much more primal : Great leadership works through the emotions .” —Daniel Goleman, The New Leaders
239. Exuberance: The Passion for Life , by Kay Redfield Jamison+ “ A leader is someone who creates infectious enthusiasm.”—Ted Turner “‘ Glorious’ was a term [John] Muir would invoke time and again … despite his conscious attempts to eradicate it from his writing. ‘Glorious’ and ‘joy’ and ‘exhilaration’: no matter how often he scratched out these words once he had written them, they sprang up time and again …” “ To meet Roosevelt, said Churchill, ‘with all his buoyant sparkle, his iridescence,’ was like ‘opening a bottle of champagne.’ Churchill, who knew both champagne and human nature, recognized ebullient leadership when he saw it.”
240. Exuberance: The Passion for Life , by Kay Redfield Jamison+ “ Churchill had a very powerful mind, but a romantic and unquantitative one. If he thought about a course of action long enough, if he achieved it alone in his own inner consciousness and desired it passionately, he convinced himself it must be possible. Then, with incomparable invention, eloquence and high spirits, he set out to convince everyone else that it was not only possible, but the only course of action open to man.”—C.P. Snow “ We are all worms. But I do believe that I am a glow-worm.”—Churchill on Churchill “ The multitudes were swept forward till their pace was the same as his.”—Churchill on T.E. Lawrence “ He brought back a real joy to music.”—Wynton Marsalis on Louis Armstrong
241. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
242. “ In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner
243. “ The role of the Director is to create a space where the actors and actresses can become more than they’ve ever been before, more than they’ve dreamed of being .” —Robert Altman, Oscar acceptance speech
244. 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
245. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
247. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
248. “ The First step in a ‘dramatic’ ‘organizational change program’ is obvious— dramatic personal change !” —RG
249. “ You must be the change you wish to see in the world.” Gandhi
250. “ To change minds effectively, leaders make particular use of two tools: the stories that they tell and the lives that they lead.” —Howard Gardner, Changing Minds
251. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
252. Relentless : “One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back , or stop, until the thing intended was accomplished.” —Grant
253. “ 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
254. “ It is no use saying ‘We are doing our best.’ You have got to succeed in doing what is necessary.” —WSC
255. " The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw, Man and Superman: The Revolutionists' Handbook.
256. “ Success seems to be largely a matter of hanging on after others have let go.” —William Feather, author
257. “ The most successful people are those who are good at plan B.” —James Yorke, mathematician, on chaos theory, in The New Scientist
258. "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)
259. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
261. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
262. “ Beware of the tyranny of making Small Changes to S mall Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo
263. 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 !
264. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
265. On NELSON: “[other] admirals more frightened of losing than anxious to win”
266. 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
267. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
268. “ 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)
271. Leadershi p 23/ML 13. Legacy. 14. Best story wins. 15. On the edge. (“Wildest chimera of a moonstruck mind.”) 16. “Reward excellent failures. Punish mediocre successes.” 17. Different > Better. (“Only ones who do what we do.”) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. “To Don’t.” Two. 22. Excellence. Always. 23. Nelsonian! (“Other admirals more afraid of losing than anxious to win.”)
275. GE (more or less) : The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff Tom Peters/0402.2006
276. This list was first prepared for GE Energy sales & marketing people in January 2006. It started with a half-dozen items, and grew like Topsy. Possibly, given its origins, it’s a little tilted toward complex, engineering-based sales. Tom Peters
277. 1. “Strategy” overrated, simply “doin’ stuff” underrated. See Kelleher and Bossidy: “We have a ‘strategic plan,’ it’s called doing things.”—Herb Kelleher. “Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan / Execution: The Discipline of Getting Things Done . Action has its own logic—ask Genghis Khan, Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman. 2. What are you personally great at? (Key word: “great.”) Play to strengths! “Distinct or Extinct.” You should aim to be “outrageously good”/B.I.W. at a niche area (or more). 3. Are you a “personality,” a de facto “brand” in the industry? The Dr Phil of ... 4. Opportunism (with a little forethought) mostly wins. (“Successful people are the ones who are good at Plan B.”) 5. Little starts can lead to big wins. Most true winners—think search & Google—start as something small. Many big deals—Disney & Pixar—could have been done as little-er deals if you’d had the guts to jump before the value became obvious.
278. “ Everyone lives by selling something.” — Robert Louis Stevenson
279. 6. Non-obvious targets have great potential. Among many other things, everybody goes after the obvious ones. Also, the “non-obvious” are often good Partners for technology experiments. 7. The best relationships are often (usually?) not “top to top”! (Often the best: hungry division GMs eager to make a mark.) 8. IT’S RELATIONSHIPS, STUPID—DEEP AND FROM MULTIPLE FUNCTIONS. 9. In any public-sector business, you must become an avid student of “the politics,” the incentives and constraints, mostly non-economic, facing all of the players. Politicians are usually incredibly logical—if you (deeply!) understand the matrix in which they exist. 10. Relationships from within our firm are as important—often more important—as those from outside—again broad is as important as deep. Allies—avid supporters!—within and from non-obvious places may be more important than relationships at the Client organization. Goal: an “insanely unfair ‘market share’” of insiders’ time devoted to your projects!
281. 11. Interesting outsiders are essential to innovative proposal and sales teams. An “exciting” sales-proposal team is as important as a prestigious one. 12. Is the proposal-sales team weird enough—weirdos come up with the most interesting, game-changer ideas. Period. 13. Lunch with at least one weirdo per month. (Goal: always on the prowl for interesting new stuff.) 14. Gratuitous comment: Lunches with good friends are typically a waste of (professional) time. 15. Don’t short-change (time, money, depth) the proposal process. Miss one tiny nuance, one potential incentive that “makes my day” for a key Client player—and watch the whole gig be torpedoed. 16. “Sticking with it” sometimes pays, sometimes not—it takes a lot of tries to forge the best path in. Sometimes you never do, after a literal lifetime. (Ah, life.) 17. WOMEN ARE SIMPLY BETTER AT RELATIONSHIPS—don’t get hung up—particularly in tech firms—on what industries-countries “ women can’t do.” (Or some such bullshit.)
282. 18. Work incessantly on your “story”—most economic value springs from a good story (think Perrier)! In sensitive public or quasi-public negotiations, a compelling story is of immense value—politics is about the tension among competing stories. (If you don’t believe me, ask Karl Rove or James Carville.) (“Storytelling is the core of culture.” — Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld , James Twitchell) 19. Call this 18A, or 18 repeat: Become a first-rate Storyteller! (“A key – perhaps the key – to leadership is the effective communication of a story.”—Howard Gardner, Leading Minds: An Anatomy of Leadership ) 20. Risk Assessment & Risk Management is more about stories than advanced math—i.e., brilliant scenario construction. 21. Good listeners are good sales people. Period. 22. Lousy listeners are lousy sales people. Period. 23. GREAT LISTENERS ARE GREAT SALES PEOPLE. (Listening “skills” are hard to learn and subject to immense effort in pursuit of Mastery. A virtuoso “listener” is as rare as a virtuoso cello player.) (“If you don’t listen, you don’t sell anything.”—Carolyn Marland/MD/Guardian Group)
283. 24. Things that are funny to me (American) are often-mostly not funny to those in other cultures. (Humor is as fine-edged as it gets, and rarely travels.) 25. You don’t know Jack Squat about other peoples’ cultures—especially if you are a typically myopic American. (Like me.) 26. Are you a great interviewer? It’s a make or break skill. (Think Barbara Walters’ skill at extracting unwanted truths from pros in persona-protection ... in front of 10s of millions of people. 27. Are you a great (not merely “good”) presenter? Mastering presentation skills is a life’s work—with stupendous payoff. 28. Work like hell on the Big 2: LISTENING/INTERVIEWING, PRESENTING. These are “the essence of [sales] life”—and usually picked-up in an amateurish fashion. Mistake! (Become a “professional student” of these two areas, achieve Mastery.) 29. Are you good at flowers? Think: FLOWER POWER ! (see Harvey Mackay’s “Mackay 66”—what you should know about a Client; e.g., birthdays & anniversaries.) (My “flowers budget” is out of control. Hooray for me.) 30. You can’t do it all—be clear at what you are good at, bad at, indifferent at. Hubris sucks.
285. 31. The point is not to “prove yourself.” (That’s ego-talk.) Let the best person present to the Client—perhaps a “lower level” geek. (“Control freaks” get their just desserts in the long haul—or sooner.) 32. The numbers will more or less take care of themselves over the long haul— if the relationship/s is/are solid gold. 33. The Gold Standard in selling: INDISPENSABLE to the Client. No other goal is worthy. 34. Never stop growing-broadening-deepening the relationship. The key to “indispensability” is to get the Client more and more … and more … and then more … imbedded in “our” web. Hence the so-called “selling process” is only the first step! 35. USE THE WORD “WE” … CONSTANTLY & RELIGIOUSLY! (E.g.: “We”—the Client & me—“are going to change the world with this service.”) 36. Don’t waste your time on jerks—it’ll rarely work out in the mid- to long-term. 37. Genius is walking away from lousy “scores” (deals)—and accepting the attendant heat. Big Business is the premier home to Big Egos overpaying by a factor of 2 to 22 with billion$$$$ at stake. (Think Jerry Levin and AOL Time Warner.)
286. “ If you don’t listen, you don’t sell anything.” —Carolyn Marland/ Managing Director/ Guardian Group
287. 38. You haven’t a clue as to how this situation will actually play out—be prepared to move fast in a different direction. 39. Keep your word. 40. KEEP YOUR WORD. 41. Underpromise (i.e., don’t over-promise; i.e., cut yourself a little slack) even if it costs you business—winning is a long-term affair. Over-promising is Sign #1 of a lack of integrity. You will pay the piper. 42. There is such a thing as a “good loss”—if you’ve tested something new and developed good relationships. A half-dozen honorable, ingenious losses over a two-year period can pave the way for a Big Victory in a New Space in year 3. 43. It’s a competitive world out there. New, innovative products are harder to sell than old stand-bys. Nonetheless, you will be a long-term star to the extent that you are willing to push the harder-to-sell-at-the-moment Innovative Products that cement long-term Client success (Indispensability!) —even if it means a #s hit this quarter. PART OF YOUR JOB: TAKE CLIENTS ON AN ADVENTURE THAT PUTS THEM AHEAD OF THE GAME CALLED (GAMECHANGING—hopefully) COMPETITIVE ADVANTAGE!
288. “ You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” —Dale Carnegie
289. 44. Think “legacy”—what the hell is all this really about for you and the world? (“Tell me, what is it you plan to do with your one wild and precious life?” —Mary Oliver) 45. THERE ARE NO “MODERATES” IN THE HISTORY BOOKS! 46. Keep it simple! (Damn it!) No matter how “sophisticated” the product. If you can’t explain it in a phrase, a page, or to your 14-year-old ... you haven’t got it right yet. 47. Know more than the next guy. Homework pays. (of course it’s obvious—but in my work it is too often honored in the breach.) 48. Regardless of project size, winning or losing invariably hinges on a raft of “little stuff.” Little stuff is and always has been everything!!!!!!!!!!!!!!!!!!!!—or, “one man’s little stuff is another man’s 7.6 Richter deal-breaker.” 49. In public settings in particular, face saving is all. When something changes, allow the other guy to come out looking like a winner, especially if he has lost. (Even if you must accept the egg on your face—he will always remember you!) 50. Don’t hold grudges. (It is the ultimate in small mindedness—and incredibly wasteful and ineffective. There’s always tomorrow.)
290. 51. IT’S ALWAYS “THE POLITICS”— wee private-sector deal or giant public sector deal. (Every player, small or large, is angling for something. Master the calculus of advantage.) 52. To beat the “turnover problem” in key Client posts amidst long negotiations, invest outrageous amounts of time building a wide & deep set of relationships with mid-level (& lower!!) “plodding” “careerists.” The invisible careerists are the bedrock upon which repeated success is built! (My “Capitol Hill Axiom”: It’s the 24-year-old LA who in the end briefs the Senator right before she goes to the Floor to vote.) 53. Speaking of “she”: Gender differences are Enormous—dealing with a woman and dealing with a man are different kettles of fish—you must become an A+ student of gender differences. (E.g.: Men are typically more interested in the short-term “score.” Women are more interested in the long-term consequences.) 54. “LITTLE PEOPLE” OFTEN HAVE BIG FRIENDS. 55. This is not war, damn it. All parties can win (or not lose, anyway). And losing bidders can walk away from a deal with increased respect for you and your team.
291. 56. Never, ever dump on a competitor—the Tom Watson IBM glory-days mantra. 57. Never forget the “Law of Cousins!” In developing nations in particular, power brokers at all levels are at least cousins! Consideration for a second cousin can pay off big time. 58. Speaking of “favors,” jail sucks. 59. Work hard beats work smart. (Mostly.) 60. REPEAT: HE/SHE WHO HAS THE MOST-BEST RELATIONSHIPS WINS. RELATIONSHIPS ARE THE ESSENCE OF THE WORK OF THE SALESPERSON. THE HARD ... AND LONG ... WORK OF THE SALESPERSON. 61. Mano v mano “hardball” is seldom the answer—end runs based and patient multi-level relationship building via deeper-wider networks win. 62. If the deal is wired from below, truly wired, than the so-called “big negotiations” are essentially irrelevant. 63. If every quarter is a “little better” than the prior quarter—then you are not taking any serious risks. 64. Phones beat email.
292. “ Nothing is so contagious as enthusiasm. ” — Samuel Taylor Coleridge
293. 65. A THREE-MINUTE CALL TODAY CAN AVOID A GAME-LOSER OF A FIASCO NEXT MONTH. There was always a time when a little thing could have been addressed that headed off a subsequent big thing. As to avoiding that call, didn’t someone say, “Pride goeth before the fall”? 66. Be hyper-organized about relationship management—you are in the anthropology business. Study the great pols! Brilliant NRM (network relationship management) is not accidental! It is not catch-as-catch can. (Football analogies are cute—but deep political understanding pays the private-school tuition.) 67. Obsess on ROIR (Return On Investment In Relationships). 68. “THANK YOU” NOTES: World’s highest-return investment!! 69. The way to anyone’s heart: Doing a nice thing for their kid. (But, gawd, does this take a gentle touch.) 70. Scoring off other people is stupid. Winners are always in the business of creating the maximum # of winners—among adversaries at least as much as among “partners.” 71. Your colleagues’ successes are your successes. Period. (Trust me, my greatest personal success—financially as well as artistically—has been creating a bigger pond in which everyone wins, even if my “market share” is down.)
294. 72. Lend a helping hand, especially when you don’t have the time. E.g. share relationships—the more you give away the more you get in return (just like they say in church). 73. Listen up: “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. (I.e., Respect is Cool.) 74. Mentoring is a thrill— and the practical payoff is enormous. The best mentors have the whole world working its buns off for them! 75. Hire for enthusiasm. Promote for enthusiasm. Cherish enthusiasm. REMOVE NON-ENTHUSIASTS—THEY ARE CANCERS. (“Nothing is so contagious as enthusiasm.”—Samuel Taylor Coleridge. “A man without a smiling face must not open a shop.”—Chinese Proverb.) 76. IT’S ALWAYS YOUR PROBLEM—you sold it to them.
295. 77. It’s never over: While there may be an excellent service activity in your company, the “relationship” belongs to You! Hence the “aftersales” “moments of truth” are at least as—if not more than*--important to the Continuing Relationship as the sale “transaction” itself. (*I vote for “more than.”) You’ll get your biggest “points” with the Client for being an effective after-the-fact go-between with your company. 78. Don’t get too hung up on “systems integration”—first & foremost, the individual bits have got to work. 79. For God’s sake don’t over promise on “systems integration”—it’s nigh on impossible to deliver. 80. On the other hand … winners clamber Up the Value-added Ladder, and offer ever so much more than “mere” product. ALL SUCCESSFUL SALES PEOPLE ARE IN THE “SOLUTIONS BUSINESS”—no matter how jargony that may sound.
296. 81. “Systems” / “Solutions” selling means grappling directly with “culture change” in Client organizations. (“The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution”—Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale ) 82. Shit happens. That’s what they pay you for. 83. This is not a “GE” or “Ben & Jerry’s” sale—it is a Joe Jones/Jane Jones sale. YOU ARE THE “BRAND” THE CLIENT BUYS—especially over the long haul. 84. Duh: You make money, the company makes money—on repeat business. 85. Master—yes, you—the “PR” Game. “Word of Mouth” is not accidental! You want Word of Mouth? Make it happen! 86. GOAL #1: MAKE YOUR CLIENT A HERO—YOU ARE NOT THERE TO GET CREDIT. (“Taking credit” is for egomaniacs. And losers.) 87. “Decent margins,” over the mid- to long-term, are a product of better relationships, not better “negotiating skill.” (Mostly.)
297. “ You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch
298. 88. In the immortal words of ex-GE Vice Chairman Larry Bossidy, more or less, “Realism rocks.” (“Bullshit artist” and “great salesperson,” contrary to conventional wisdom, are Diametric Opposites. “Truthteller” and Great Salesperson is more like it.) 89. Be the first to tell the Client bad news (e.g., slipped delivery); his intelligence sources will tell him fast—you want to be there first with your story and to enhance your rep as Truthteller! 90. Work like hell to get a reputation as a valued industry expert, to become an industry resource. 91. Work the Trade Association angle for all its worth—it may take a decade to pay off—e.g., when you become an officer or are on an important panel or testify Before Congress. 92. PAY YOUR DUES IN THE CLIENT ORG AND IN YOUR OWN ORG! 93. It’s all bloody tactics. 94. You must ... LOVE .... the product! (Period.) 95. YOU MUST LOVE THE PRODUCT! 96. Don’t over-schedule. “Running late” is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt.
299. 97. Women are better salespeople. (See Addendum.) 98. Women alone understand Women. 99. Actually, Women by and large understand Men better than Men understand Men. 100.Women purchasers buy Stories and recommendations. 101. Women take longer to become Loyal purchasers, but then stay Loyal. 102. Men buy Stats. 103. Men decide fast, but are fickle. 104. Men & Women are … VERY, VERY … Different. 105. Women buy most things. Consumer. Increasingly, professional goods and services. 106. Women’s Market is Opportunity #1. 107. Boomers. Many, many. Lots & lots & lots of … $$$. 108. Boomers-Geezers are very different purchasers than those in other categories.
300. Women Rock … as Salespersons (From Item #97.) And the answers are? “ 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
301. 109. It takes time to get to know people. (DUH.) 110. The very idea of “efficiency” in relationship development is ... STUPID. 111. MBWA (still) rules. 112. “Preparing the soil” is the “first 98 percent.” (Or more.) 113. WORK THE PHONES! 114. Rule 5K-5M: 5K miles for a 5-Minute meeting often makes sense. (Yes, often.) (Even with constrained travel budgets.) (Thanks, super-agent Mark McCormack.) 115. Become a student! Study great salespeople! (Including Presidents.) (“Natural” is a little bit true—but then Naturals are always the ones who study hardest—e.g., Jerry Rice.) 116. Become a student! Yes, you can study Relationship Building. So, study … 117. Beware complexifiers and complicators. (Truly “smart people” ... Simplify things.)
302. 118. The smartest guy in the room rarely wins—alas, he usually is aware he’s the smartest guy. (And needn’t waste his time on that “soft relationship crap.”) 119. Be kind. It works. 120. Be especially kind when there are screw-ups. (There’s plenty of time later to Play the Great Accountability Game.) 121. Presidents never tire of being treated like Presidents. 122. Luck matters. Good luck!