FIRST THINGS BEFORE FIRST THINGS 1 OF 2

FIRST THINGS BEFORE FIRST THINGS 1 OF 2: CONRAD’S COMMANDMENT & “THE ALL-IMPORTANT ‘LAST 95%’”

CONRAD HILTON, at a gala celebrating his career, was called to the podium and asked, “What were the most important lessons you learned in your long and distinguished career? ” His answer …

“Remember to tuck the shower curtain inside the bathtub. ”

“Amateurs talk about strategy. Professionals talk about logistics. ” —General Omar Bradley, commander of American troops/D-Day

FIRST THINGS BEFORE FIRST THINGS 2 OF 2: EXCELLENCE THE LAW OF 5

EXCELLENCE is not a “long- term” “aspiration. ”

EXCELLENCE is not a “long-term” "aspiration. ” EXCELLENCE is the ultimate short-term strategy. EXCELLENCE is … THE NEXT 5 (*Or NOT. ) MINUTES. *

EXCELLENCE is not an "aspiration. " EXCELLENCE is … THE NEXT FIVE MINUTES. Or not. EXCELLENCE is your next 3 -minute chance conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is your next email. Or not. EXCELLENCE is shutting up and listening—really, really listening. Or not. EXCELLENCE is asking the next person you encounter, “What do you think? ” Or not EXCELLENCE is getting out of the office and wandering around for 30 minutes —right now. Or not. EXCELLENCE is your next customer contact. Or not. EXCELLENCE is saying “Thank you” for something “small. ” Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is waaay “over”-preparing for a 3 -minute presentation. Or not. EXCELLENCE is turning a “trivial” task into a model of … EXCELLENCE. Or not.

Tom Peters’ ! RE-IMAGINE LEADERSHIP EXCELLENCE/2018 WOBI/Medellin 06 December 2017 (This presentation/10+ years of presentation slides at tompeters. com; also see our annotated 23 -part Monster-Master at excellencenow. com)

PUT PEOPLE !!] [REALLY FIRST

Your Customers Will Never Be Any Happier Than Your Employees

“PEOPLE BEFORE STRATEGY” —Lead article, Harvard Business Review. July-August 2015, by Ram Charan, Dominic Barton, and Dennis Carey “YOU HAVE TO TREAT YOUR EMPLOYEES LIKE CUSTOMERS. ” —Herb Kelleher “What employees experience, Customers will. The best YOUR CUSTOMERS WILL NEVER BE ANY HAPPIER THAN YOUR EMPLOYEES. ” marketing is happy, engaged employees. —John Di. Julius, The Customer Service Revolution: IF YOU WANT STAFF TO GIVE GREAT SERVICE, GIVE GREAT SERVICE TO STAFF. ” —Ari Weinzweig, Zingerman’s

“It may sound radical, unconventional, and bordering on being a crazy business idea. However— as ridiculous as it sounds—joy is the core belief of our workplace. JOY is the reason my company, Menlo Innovations, a customer software design and development firm in Ann Arbor, exists. It defines what we do and how we do it. It is the single shared belief of our entire team. ” Joy, Inc. : How We Built a Workplace People Love —Richard Sheridan,

EXCELLENT customer experience depends … entirely … on EXCELLENT employee experience! If you want to WOW your customers, FIRST you must WOW those who WOW the customers!

1996 -2014/Twelve companies have been among the “ 100 best to work for” in the USA every year, for all 16 years of the list’s existence; along the way, they’ve added/ 341, 567 new jobs, or job growth of +172%: Publix Whole Foods Wegmans Nordstrom Cisco Systems Marriott REI Goldman Sachs Four Seasons SAS Institute W. L. Gore TDIndustries Source: Fortune/ “The 100 Best Companies to Work For”/0315. 15

Hiring

“We look for. . . listening, caring, smiling, saying ‘Thank you, ’ being warm. ” — Colleen Barrett, former President, Southwest Airlines

“The ultimate filter we use [in the hiring process] is that we only hire nice people. … When we finish assessing skills, we do something called ‘running the gauntlet. ’ We have them interact with 15 or 20 people, and everyone of them have what I call a ‘blackball vote, ’ which means they can say if we should not hire that person. I believe in culture so strongly and that one bad apple can spoil the bunch. There are enough really talented people out there who are nice, you don’t really need to put up with people who act like jerks. ” —Peter Miller, CEO Optinose (pharmaceuticals)

Observed closely during Mayo Clinic employment interviews (for renown surgeons as well as others): The frequency of use of “I” or “We ”. Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values, ” Management Lessons From Mayo Clinic

Be Explicit! LISTENING. CARING. SMILING. SAYING “THANK YOU. ” BEING WARM. NICE. EMPATHY. CHARACTER. CURIOSITY. NO JERKS.

Training = Investment 1! #

In the Army, 3 -star generals worry about training. In most businesses, it's a “hohum” mid-level staff function.

Why (why why why is intensiveextensive training obvious for the army & navy & sports teams & performing why why) not arts groups—but for the average business?

Gamblin’ Man >> 5 of 10 CEOs see training as expense rather than investment. Bet #2: >> 5 of 10 CEOs see training as defense rather than offense. Bet #3: >> 5 of 10 CEOs see training as “necessary evil” rather than “strategic opportunity. ” Bet #1:

>> 8 of 10 CEOs, in 45 -min “tour d’horizon” of their biz, would NOT mention training. Bet #4:

Step #1 Is your CTO/Chief Training Officer (Do you even have a CTO? ) your top paid “C-level” job (other than CEO/COO)? Are your top trainers paid/cherished as much as your top marketers/ engineers?

st-Line 1 Leaders

If the regimental commander lost most of his 2 nd lieutenants and 1 st lieutenants and captains and IF HE LOST HIS SERGEANTS IT WOULD BE A CATASTROPHE. The Army and majors, it would be a tragedy. the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

Employee retention & satisfaction: “Overwhelmingly based on the first-line manager!” —Marcus Buckingham/Curt Coffman, First, Break All the Rules “People leave managers not companies. ” —Dave Wheeler

! Women Rule

“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” TITLE/ Special Report/ Business. Week

“Research suggests that to succeed, start by promoting women. ” [by Mc. Kinsey & Co. ] —Nicholas Kristof

For One [BIG] Thing … “Mc. Kinsey & Company found that the international companies with more women on their corporate boards far outperformed the average company in return on equity and other measures. Operating profit was … 56% higher. ” Source: Nicholas Kristof, “Twitter, Women, and Power, ” NYTimes, 1024. 13

“Women are rated higher in fully 12 of the 16 competencies that go into outstanding leadership. And two of the traits where women outscored men to the highest degree — taking initiative and driving for results — have long been thought of as particularly male strengths. ” —Harvard Business Review/2014

THE MORAL IMPERATIVE: PEOPLE DEVELOPMENT

“Automation has become so sophisticated that on a typical passenger flight, a human pilot holds the controls for a grand total of … 3 minutes . [Pilots] have become, it’s not much of an exaggeration to say, computer operators. ” Source: Nicholas Carr, “The Great Forgetting, ” The Atlantic, 11. 13

“SOFTWARE IS EATING THE WORLD. ” —Marc Andreessen “The intellectual talents of highly trained professionals are no more protected from automation than is the driver’s left turn. ” —Nicholas Carr, The Glass Cage: Automation and Us “If you think being a ‘professional’ makes your job safe, think again. ” —Robert Reich

“Ten Million Jobs at Risk from Advancing Technology: Up to 35 percent of Britain's jobs will be eliminated by new computing and robotics technology over the next 20 years, say Deloitte experts. ” —Headline, Telegraph (UK), 11 November 2014 “Almost half of U. S. jobs are at high risk of computerization over the next 20 years, according to Oxford academics Carl Benedikt Frey and Michael A. Osborne. ” —Harriet Taylor, CNBC, 9 March 2016

Your principal moral obligation as a leader is to develop the skillset, “soft” and “hard, ” of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The bonus: This is also the #1 mid- to long-term … profit maximization strategy! CORPORATE MANDATE #1 2016:

1/4, 096: excellencenow. com “Business has to give people enriching, or it's simply not worth doing. ” rewarding lives … —Richard Branson

TURN THE ORGANIZATION INTO A PLAYGROUND: INNOVATION

50: INNOVATION/Lesson WTTMSW

WHOEVER TRIES THE MOST STUFF WINS

“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

“Fail. Forward. Fast. ” —High Tech CEO, Pennsylvania “Fail faster. Succeed sooner. ” —David Kelley/IDEO “REWARD* excellent failures. PUNISH mediocre successes. ” —Phil Daniels, Sydney exec ! ! *REWARD EMBRACE CELEBRATE PROMOTE

“EXPERIMENT FEARLESSLY” Source: Business. Week, “Type A Organization Strategies: How to Hit a Moving Target” —TACTIC #1 “RELENTLESS TRIAL AND ERROR” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions

“You can’t be a serious innovator unless and until you are ready, willing and able to seriously play. ‘Serious play’ is not an oxymoron; it is the essence of innovation. ” —Michael Schrage, Serious Play

PURSUE EVERY FLAVOR OF VALUE-ADDED OPPORTUNITY

Addressing the “ 8/80” Fiasco: 1. TGRs/Things Gone Right LBTs/Little Big Things

Customers describing their service experience as “superior”: 8% Companies describing the service experience they provide as “superior”: 80% Bain & Company survey of 362 companies —Source: , reported in John Di. Julius, What's the Secret to Providing a World-class Customer Experience?

<TGW <TG and … >TGR [Things Gone WRONG-Things Gone RIGHT]

“May I clean your glasses, sir? ” “May I help you down the jetway, ma’am. ”

“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. ” —Henry Clay "Let's not forget that small emotions are the great captains of our lives. " –—van Gogh

1 A. TGRs (on steroids): V )BTs L( ery

Big carts = 1. 5 X Source: Walmart

Las Vegas Casino/2 X: slightly curved “When Friedman the right angle of an entrance corridor to one property, he was ‘amazed at the magnitude of change in pedestrian behavior’—the percentage who one-third to nearly two-thirds. ” entered increased from —Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas

(1) Amenable to rapid experimentation/ failure “free” (PR, $$) (2) Quick to implement/ Quick to Roll out (3) Inexpensive to implement/Roll out (4) Huge multiplier (5) An “Attitude”

2. DESIGN ! 10 August 2011

Design RULES! APPLE market cap > Exxon Mobil* *10 August 2011

“We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the DESIGN IS THE FUNDAMENTAL SOUL OF A MANMADE CREATION. ” meaning of design. —Steve Jobs

“[Nest founder Tony Fadell] admitted, ‘Every business school in the world would flunk you if you came out with a business plan that said, “Oh, by the way, we’re going to design and fabricate our own screws at an exponentially But these aren’t just screws. Like thermometer itself, they’re better screws, epic screws, screws with, dare I say it, deeper meaning. higher cost than it would cost to buy them. ”’ Functionally, they utilize a specific thread pattern that allows them to go into any surface, from wood to plaster to thin sheet metal. And the [custom] screwdriver feels balanced to the hand; it has the Nest logo on it and looks ‘Nest-y, ’ just like everything from Apple looks ‘Apple-y. ’” —Rich Karlgaard, The Soft Edge

Hypothesis: Men cannot design for women’s !!? ? needs

3. Women BUY [Everything] !

“Forget CHINA, INDIA and the INTERNET: Economic Growth Is Driven by WOMEN. ” Source: Headline, Economist (W > 2 X [C + I] = $28 TRILLION)

Women as Decision Makers/Various sources Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55 B travel equipment) Houses … 91% D. I. Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (influence 90%) All consumer purchases … 83% * Bank Account … 89% 67% Small business loans/biz starts … 70% Health Care … 80% Household investment decisions … *In the USA women hold >50% managerial positions including >50% purchasing officer positions; hence women also make the majority of commercial purchasing decisions.

Can you pass the … “Squint test” ?

Value-Added/It Helps to Be as Helpful as You Can Be: The [ENORMOUS] “Services Added” Opportunity 4.

“Rolls-Royce now earns MORE from tasks such as managing clients’ overall procurement strategies and maintaining aerospace engines it sells than it does from making them. ” —Economist

PS U to

UPS = United Problem Solvers

“It’s all about solutions. We talk with customers about how to run better, stronger, cheaper supply chains. We have 1, 000 engineers who work with customers …” —Bob Stoffel, UPS senior exec

BE THE BEST (OR WHY BOTHER? )

AND THE WINNERS AREN’T/ARE

“I don’t believe in economies of scale. You don’t get better by being bigger. You get worse. ” —Dick Kovacevich

“Mr. Foster and his Mc. Kinsey colleagues collected detailed performance data stretching back years for 1, 000 found that U. S. companies. 40 They NONE of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. ” —Financial Times

AND THE WINNERS AREN’T/ARE

*Basement Systems Inc. (Larry Janesky/Seymour CT) *Dry Basement Science (100, 000++ copies!) *1990: $0; 2003: $13 M; Today: $100, 000

Jim’s Mowing Canada Jim’s Mowing UK Jim’s Antennas Jim’s Bookkeeping Jim’s Building Maintenance Jim’s Carpet Cleaning Jim’s Car Cleaning Jim’s Computer Services Jim’s Dog Wash Jim’s Driving School Jim’s Fencing Jim’s Floors Jim’s Painting Jim’s Paving Jim’s Pergolas [gazebos] Jim’s Pool Care Jim’s Pressure Cleaning Jim’s Roofing Jim’s Security Doors Jim’s Trees Jim’s Window Cleaning Jim’s Windscreens Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group

Retail Superstars: Inside the 25 Best Independent Stores in America —by George Whalin

JUNGLE JIM’S INTERNATIONAL MARKET, FAIRFIELD, OH: “An adventure in ‘shoppertainment, ’ 1, 600 1, 400 12, 000 $8 -$8, 000 4, 000 begins in the parking lot and goes on to cheeses and hot sauce—not to mention varieties of wines priced from a bottle; all this is brought to you by vendors. Customers from every corner of the globe. ” BRONNER’S CHRISTMAS WONDERLAND, FRANKENMUTH, MI, POP 5, 000: 98, 000 -square-foot “shop” features ornaments, 50, 000 6, 000 Christmas trims, and anything else you can name pertaining to Christmas. …” Source: George Whalin, Retail Superstars: Inside the 25 Best Independent Stores in America

“AMERICA’S BEST RESTROOM” —Sixth Annual competition sponsored by Cintas Corporation, a supplier of restroom cleaning and hygiene products

“BE THE BEST. IT’S THE ONLY MARKET THAT’S NOT CROWDED. ” From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin

The Commerce Bank/Metro Bank Model “WE WANT THEM IN OUR STORES. ” Source: Vernon Hill, Fans! Not Customers. How to Create Growth Companies in a No Growth World

Commerce Bank/Metro Bank: Get ’Em Away From the ATM and Into the Branches: 7 X. 7: 30 A-8: 00 P. Fri/12 A. 7: 30 AM = 7: 15 AM. 8: 00 PM = 8: 15 PM. Source: Vernon Hill, Fans, Not Customers

2, 0000, 000

The Commerce Bank/Metro Bank Model “COST CUTTING IS A DEATH SPIRAL. ” “OUR WHOLE STORY IS GROWING REVENUE. ” Source: Vernon Hill, Fans! Not customers. How to Create Growth companies in a No Growth World* (*Commerce Bank sold to TD Bank for $8. 6 B in 2007)

The Commerce Bank/Metro Bank Model “Are you going to cost cut your way to prosperity? Or … Are you going to spend your way to prosperity? ” Source: Vernon Hill, Fans! Not customers. How to Create Growth companies in a No Growth World

The Commerce Bank/Metro Bank Model “OVER-INVEST IN OUR PEOPLE, OVER-INVEST IN OUR FACILITIES. ” Source: Vernon Hill, Fans! Not customers. How to Create Growth companies in a No Growth World

Michael Raynor and Mumtaz Ahmed: THE THREE RULES: How Exceptional Companies Think* … 1. Better before cheaper. 2. Revenue before cost. 3. There are no other rules. (*5 -year study/Deloitte: From a database of over 25, 000 companies from hundreds 45 years, the authors uncovered 344 companies that qualified as statistically “exceptional, ” and finally winnowed the list to 27 firms, including Thomas of industries covering & Betts, Weis Markets, Hartland Express. )

D* MITTELSTAN *“agile creatures darting between the legs of the multinational monsters” (Bloomberg Business. Week )

Hidden Champions* of the 21 st Century: Success Secrets of Unknown World Market Leaders/ Hermann Simon (*1, 2, or 3 in world market; <$4 B; low public awareness) Baader (Iceland/80% fishprocessing systems) Gallagher (NZ/electric fences) W. E. T. (heated car seat tech) Gerriets (theater curtains and stage equipment) Electro-Nite (sensors for the steel industry) Essel Propack (India/tooth paste tubes) SGS (product auditing and certification) DELO (specialty adhesives) Amorim (Portugal/cork products) EOS (laser sintering) Beluga (heavy-lift shipping) Omicron (tunnel-grid microscopy) Universo (wristwatch hands) Dickson Constant (technical textiles) O. C. Tanner (employee recognition/$400 M) Hoeganaes (powder metallurgy supplies)

Where the +201, 000 new private-sector jobs came from* … 51% Small firms 41% Medium-sized 8% Big *ADP National Employment Report/March 2011

The Oxford Brush Company Burford, England

TRY A FEW OF THESE LEADERSHIP TIPS

MBWA 25* *Managing by Wandering Around

“I’m always stopping by our at least a week. stores— 25 I’m also in other places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up as much as I can. ” —Howard Schultz Source: Fortune, “Secrets of Greatness”

“Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Let me put it bluntly: every leader should routinely keep a substantial portion of his or her time—I would say as much as Aurelius: avoid busyness, free up your time, stay focused on what really matters. 50% —unscheduled. … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free time is, ‘That’s all well and good, but Yet we waste so much time in unproductive activity—it takes an enormous effort on the part of the leader to keep free time for the truly important things. ” there are things I have to do. ’ Dov Frohman , Leadership The Hard Way — (Chapter 5, “The Soft Skills Of Hard Leadership”)

IT’S ALWAYS SHOWTIME —

“IT’S ALWAYS SHOWTIME. ” —David D’Alessandro, Career Warfare

1 Mouth, 2 Ears

“The doctor interrupts after 18 …* *Source: Jerome Groopman, How Doctors Think

18 … seconds!

[An obsession with] Listening is. . . the ultimate mark of Respect . Listening is. . . the heart and soul of Engagement. Listening is. . . the heart and soul of Kindness. Listening is. . . the heart and soul of Thoughtfulness. Listening is. . . the basis for true Collaboration. Listening is. . . the basis for true Partnership. Listening is. . . a Team Sport. Listening is. . . a Developable Individual Skill. * (*Though women are far better at it than men. ) Listening is. . . the basis for Community. Listening is. . . the bedrock of Joint Ventures that work. Listening is. . . the bedrock of Joint Ventures that grow. Listening is. . . the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organization effectiveness. )

Suggested Core Value #1: “We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth. ”

Part ONE: LISTEN* (pp 11 -116, of 364) *“The key to every one of our [eight] leadership attributes was the vital importance of a leader’s ability to listen. ” (One of Branson’s personal keys to listening is notetaking—he has hundreds of notebooks. ) Source: Richard Branson, The Virgin Way: How to Listen, Learn, Laugh, and Lead

! Acknowledgement

“The deepest principle in human nature is the craving to be appreciated. ” —William James “Employees who don't feel significant rarely make significant contributions. ” —Mark Sanborn

THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION ARE “WHAT DO YOU THINK? ” … Source: courtesy Dave Wheeler, posted at tompeters. com

30, 000

“THANK YOU”

“LITTLE” >> “BIG” 30, 000 handwritten ‘Thank you’ notes to employees during the 10 CEO Doug Conant sent years [approx 15/work day] he ran Campbell Soup. Source: Bloomberg Business. Week

“I’M SORRY” **********

Relationships (of all varieties): THERE ONCE THREE -MINUTE PHONE CALL WOULD HAVE AVOIDED WAS A TIME WHEN A SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE. * *Divorce, loss of a BILLION $$$ aircraft sale, etc.

THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM. * PROBLEM *PERCEPTION IS ALL THERE IS!

Hit the Books

“If I had to pick one failing of they don’t read enough. ” CEOs, it’s that …

LEADING: THE END GAME

CULTURE: IT IS THE GAME

“Culture eats strategy for breakfast. ” —Ed Schein/1986

“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people Yet I came to see in my time at IBM that culture isn’t just one aspect of the is very, very hard. game —IT IS THE GAME. ” —Lou Gerstner, Who Says Elephants Can’t Dance

“Starbucks had become operationally driven, about efficiency as opposed to the romance. We’d lost the soul of the company. ” —Howard Schultz on Starbucks’ problems which caused him to reclaim the CEO job (Shultz calls his association with Starbucks “a love story. ”) (FYI: Subsequent to Schultz’s return, Starbucks has indeed gotten its mojo back!)

THE RULES: CULTURE COMES FIRST. CULTURE IS EXCEEDINGLY DIFFICULT TO CHANGE. CULURE CHANGE CANNOT BE/ MUST NOT BE EVADED OR AVOIDED. CULTURE MAINTENANCE IS ABOUT AS DIFFICULT AS CULTURE CHANGE. CULTURE MAINTENANCE: ONE DAY/ONE HOUR/ONE MINUTE AT A TIME. CULTURE CHANGE/MAINTENANCE MUST BECOME A CONSCIOUS/PERMANENT/PERSONAL AGENDA ITEM. CULTURE CHANGE/MAINTENANCE IS MANIFEST IN “THE LITTLE THINGS” FAR MORE THAN IN THE BIG THINGS. REPEAT/CULTURE CHANGE & MAINTENANCE: ONE DAY/ONE HOUR/ONE MINUTE AT A TIME. FOREVER. AND EVER. AMEN.

RULE 2018: AVOID MODERATION

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!