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Tom’s 60 TIBs* *TIB = This I Believe Version: 08. 30. 2002 Tom’s 60 TIBs* *TIB = This I Believe Version: 08. 30. 2002

“If you don’t like change, you’re going to like irrelevance even less. ” —General “If you don’t like change, you’re going to like irrelevance even less. ” —General Eric Shinseki, Chief of Staff, U. S. Army

1. TECHNICOLOR RULES! (Passion Moves Mountains!) 2. Audacity Matters! 3. Revolution Now! 4. Question 1. TECHNICOLOR RULES! (Passion Moves Mountains!) 2. Audacity Matters! 3. Revolution Now! 4. Question Authority! (& Hire & Cherish & Promote Disrespectful People. ) 5. Disorganization Wins! (LOVE THE MESS!)

“There will be more confusion in the business world in the next decade than “There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate. ” Steve Case

No Wiggle Room! “Incrementalism is innovation’s worst enemy. ” Nicholas Negroponte No Wiggle Room! “Incrementalism is innovation’s worst enemy. ” Nicholas Negroponte

Just Say No … “I don’t intend to be known as the ‘King of Just Say No … “I don’t intend to be known as the ‘King of the Tinkerers. ’ ” CEO, large financial services company (New York, 5 -99)

“Create a ‘cause, ’ not a ‘business. ’ ” G. H. : “Create a ‘cause, ’ not a ‘business. ’ ” G. H. :

! !

“Active mutators in placid times tend to die off. They are selected against. Reluctant “Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also selected against. ” Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors

Axiom (Hypothesis): We have been screwed by Benchmarking … Best Practice … C. I. Axiom (Hypothesis): We have been screwed by Benchmarking … Best Practice … C. I. /Kaizen. Axiom (Hypothesis): We need Masters of Discontinuity/ Masters of Ambiguity … in discontinuous/ambiguous times.

If you’re not pissing people off, you’re not making a difference! If you’re not pissing people off, you’re not making a difference!

“I’m not happy unless I’m uncomfortable. ” —Jay Chiat “I’m not happy unless I’m uncomfortable. ” —Jay Chiat

“If things seem under control, you’re just not going fast enough. ” Mario Andretti “If things seem under control, you’re just not going fast enough. ” Mario Andretti

Characteristics of the “Also rans”* “Minimize risk” “Respect the chain of command” “Support the Characteristics of the “Also rans”* “Minimize risk” “Respect the chain of command” “Support the boss” “Make budget” *Fortune, article on “Most Admired Global Corporations”

“Organize” for … performance & customer satisfaction. “Disorganize” for … renewal & innovation. “Organize” for … performance & customer satisfaction. “Disorganize” for … renewal & innovation.

“In Italy for 30 years under the Borgias they had warfare, terror, murder, bloodshed—and “In Italy for 30 years under the Borgias they had warfare, terror, murder, bloodshed—and produced Michelangelo, da Vinci and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did they produce —the cuckoo clock. ” Orson Welles, as Harry Lime, in “The Third Man”

6. Think 3 M: Markets Matter Most. ONLY EXTREME COMPETITION STAVES OFF STALENESS. (You 6. Think 3 M: Markets Matter Most. ONLY EXTREME COMPETITION STAVES OFF STALENESS. (You can take the boy out of Silicon Valley, but you can’t take Silicon Valley out of the boy!) 7. Three Hearty Cheers for Weirdos. (Bill Gates, Steve Jobs, Larry Ellison, Scott Mc. Nealy, Craig Venter et al. ) 8. Message 2003: Technology Change (Info-sciences, Bio-sciences) Is in Its Infancy! (WE AIN’T SEEN NOTHIN’ YET!) 9. Everything Is Up For Grabs! Volatility Is Thy Name! (Forever & Ever. Amen. ) RE-INVENT … OR DIE! 10. Big Sucks. (Mostly. ) (VERY Mostly. )

“There’s going to be a fundamental change in the global economy unlike anything we “There’s going to be a fundamental change in the global economy unlike anything we have had since the cavemen began bartering. ” Arnold Baker, Chief Economist, Sandia National Laboratories

NOW THAT’S B-I-G! “The period 2000 -2002 will bring the single greatest change in NOW THAT’S B-I-G! “The period 2000 -2002 will bring the single greatest change in worldwide economic and business conditions since we came down from the trees. ” David Schneider & Grady Means, Meta. Capitalism

“I genuinely believe we are living through the greatest intellectual moment in history. ” “I genuinely believe we are living through the greatest intellectual moment in history. ” Matt Ridley, Genome

“Acquisitions are about buying market share. Our challenge is to create markets. There is “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference. ” Peter Job, CEO, Reuters

“When asked to name just one big merger that had lived up to expectations, “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy I’m sure there are success stories out there, but at this moment I draw a blank. ” Committee, answered: Mark Sirower, The Synergy Trap

“Conglomerates don’t work” —James Surowiecki, The New Yorker (07. 01, 2002) “Conglomerates don’t work” —James Surowiecki, The New Yorker (07. 01, 2002)

The Cracked Ones Let in the Light “Our business needs a massive transfusion of The Cracked Ones Let in the Light “Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels. ” David Ogilvy

“Deviance tells the story of every mass market ever created. What Deviants, Inc. starts “Deviance tells the story of every mass market ever created. What Deviants, Inc. starts out weird and dangerous becomes America’s next big corporate payday. So are you looking for the next mass market idea? It’s out there … way out there. ” Source: Ryan Matthews & Watts Wacker, Fast Company (03. 02)

11. “Permanence” Is a Snare & a Delusion. (Forget “Built to Last. ” It’s 11. “Permanence” Is a Snare & a Delusion. (Forget “Built to Last. ” It’s Yesterday’s Idea. ) 12. “Kaizen” (Continuous Improvement) Is … Dangerous. 13. DESTRUCTION RULES! 14. Forget It! (“Learning” = Easy. “Forgetting” = Nigh on Impossible. ) 15. Innovation Is Easy: Hang Out with Freaks. (Employees, Board Members, Customers, Suppliers, Alliance Partners, Consultants. )

Jim & Tom. Joined at the hip. Not. Jim & Tom. Joined at the hip. Not.

Built to Last v. Built to Flip “The problem with Built to Last is Built to Last v. Built to Flip “The problem with Built to Last is that it’s a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility. ” “Increasingly, successful businesses will be ephemeral. They will be built to yield something of value – and once that value has been exhausted, they will vanish. ” Fast Company (03 -00)

“The corporation as we know it, which is now 120 years old, is not “The corporation as we know it, which is now 120 years old, is not likely to survive the next 25 years. Legally and financially, yes, but not structurally and economically. ” Peter Drucker, Business 2. 0 (08. 00)

W. A. Mozart 1756 – 1791 HE CHANGED THE WORLD AND ENRICHED HUMANITY W. A. Mozart 1756 – 1791 HE CHANGED THE WORLD AND ENRICHED HUMANITY

Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out. ” Dee Hock

Forbes 100 from 1917 to 1987: 39 members of the Class of ’ 17 Forbes 100 from 1917 to 1987: 39 members of the Class of ’ 17 were alive in ’ 87; 18 in ’ 87 F 100; 18 F 100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987. S&P 500 from 1957 to 1997: 74 members of the Class of ’ 57 were alive in ’ 97; 12 (2. 4%) of 500 outperformed the market from 1957 to 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

“Good management was the most powerful reason [leading firms] failed to stay atop their “Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership. ” Clayton Christensen, The Innovator’s Dilemma

Saviors-in-Waiting Disgruntled Customers Upstart Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision Saviors-in-Waiting Disgruntled Customers Upstart Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision

CUSTOMERS: “Futuredefining customers may account for only 2% to 3% of your total, but CUSTOMERS: “Futuredefining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future. ” Adrian Slywotzky, Mercer Consultants

COMPETITORS: “The best swordsman in the world doesn’t need to fear the second best COMPETITORS: “The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot. ” Mark Twain

Employees: “Are there enough weird people in the lab these days? ” V. Chmn. Employees: “Are there enough weird people in the lab these days? ” V. Chmn. , pharmaceutical house, to a lab director (06. 01)

Suppliers: There is an ominous downside to strategic supplier relationships. An SSR supplier is Suppliers: There is an ominous downside to strategic supplier relationships. An SSR supplier is not likely to function as any more than a mirror to your organization. Fringe suppliers that offer innovative business practices need not apply. ” Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

WE BECOME WHO WE HANG WITH! Leaders know … WE BECOME WHO WE HANG WITH! Leaders know …

Message: TAKE NEW & WEIRD TO LUNCH SOMEONE TODAY OR TOMORROW. [Inundate yourself with Message: TAKE NEW & WEIRD TO LUNCH SOMEONE TODAY OR TOMORROW. [Inundate yourself with weird. ]

The [New] Ge Way DYB. com The [New] Ge Way DYB. com

16. Boring Begets Boring. (Cool Begets Cool. ) 17. Think “Portfolio. ” (We’re All 16. Boring Begets Boring. (Cool Begets Cool. ) 17. Think “Portfolio. ” (We’re All V. C. s. ) 18. Perception Is All There Is. (“Insiders” … ALWAYS … overestimate the Radicalism of What They’re Up To. ) 19. Action … ALWAYS … Takes Precedence. Think: R. F!A. /Ready. Fire! Aim. (REWARD SUCCESS. REWARD FAILURE. PUNISH … INACTION. ) 20. He Who Makes & Tests the Quickest & Coolest Prototypes Reigns!

The Kotler Doctrine: 1965 -1980: R. A. F. (Ready. Aim. Fire. ) 1980 -1995: The Kotler Doctrine: 1965 -1980: R. A. F. (Ready. Aim. Fire. ) 1980 -1995: R. F. A. (Ready. Fire!Aim. ) 1995 -? ? : F. F. F. (Fire!Fire!)

“If it works, it’s obsolete. ” —Marshall Mc. Luhan “If it works, it’s obsolete. ” —Marshall Mc. Luhan

21. Haste Makes Waste. (SO … GO WASTE!) 22. Screw-ups are … the … 21. Haste Makes Waste. (SO … GO WASTE!) 22. Screw-ups are … the … Mark of Excellence. (“Do It Right the First Time” Is a Very Stupid Idea. ) 23. Play Hard! Play Now! (Cherish Play!) 24. TALENT TIME! (He/She Who Has the Best “Roster” Rules!) 25. Re-do Education. Totally. (FOSTER CREATIVITY … NOT UNIFORMITY. ) (THE NOISIEST CLASSROOM WINS. )

Sam’s Secret #1! Sam’s Secret #1!

“Fail faster. Succeed sooner. ” David Kelley/IDEO “Fail faster. Succeed sooner. ” David Kelley/IDEO

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

“The Silicon Valley of today is built less atop the spires of earlier triumphs “The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles. ”—Newsweek/ Paul Saffo (03. 02)

Read This! Whoever Makes the Most Mistakes Wins: The Paradox of Innovation Richard Farson Read This! Whoever Makes the Most Mistakes Wins: The Paradox of Innovation Richard Farson & Ralph Keyes:

“Reward excellent failures. Punish mediocre successes. ” Phil Daniels, Sydney exec (and, de facto, “Reward excellent failures. Punish mediocre successes. ” Phil Daniels, Sydney exec (and, de facto, Jack)

“You can’t be a serious innovator unless and until you are ready, willing and “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

From “ 1, 2 or you’re out” [JW] to … “Best Talent in each From “ 1, 2 or you’re out” [JW] to … “Best Talent in each industry segment to build best proprietary intangibles” [EM] Source: Ed Michaels, War for Talent (05. 17. 00)

Message: Some people are better than other people. Some people are a helluva lot Message: Some people are better than other people. Some people are a helluva lot better than other people.

25/8/53* (*Damn it!) 25/8/53* (*Damn it!)

“At the ultimate stage, competition among nations will be competition among educational systems, for “At the ultimate stage, competition among nations will be competition among educational systems, for the most productive and richest countries will be those with the best education and training. ” Richard Rosecrance, The Rise of the Virtual State

“My wife and I went to a [kindergarten] parent-teacher conference and were informed that “My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating ‘grade-level motor skills. ’ ” grade in art at such a young age? Jordan Ayan, AHA!

“How many artists are there in the room? Would you please raise your hands. “How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En masse the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, self-consciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the group as a ‘closet artist. ’ The point is: Every school I visited was participating in the suppression of creative genius. ” Gordon Mac. Kenzie, Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace

26. Diversity’s Hour Is Now! 27. SHE … Is the Best Leader! 28. MARKETING 26. Diversity’s Hour Is Now! 27. SHE … Is the Best Leader! 28. MARKETING MANTRA: Embrace the “BIG THREE” Demographics. (1) SHE … is the Customer. (For everything. ) (2) Rapidly Aging Boomers Have … ALL THE MONEY. (3) Green … Matters. (Message: TRILLIONS OF $$$$$ Are at Stake. ) (Message: NOBODY … Gets It. ) (Message: Mere “Programs” Will Not Suffice. ) 29. Re-boot Healthcare. (UNDERSTATEMENT. ) 30. WHAT ARE WE SELLING? “Experiences” & “Solutions” > “Quality” & “Satisfaction. ” (The Traditional Value-added Equation Is Being Set on Its Ear. )

“Diversity defines the health and wealth of nations in a new century. Mighty is “Diversity defines the health and wealth of nations in a new century. Mighty is the mongrel. The hybrid is hip. The impure, the mélange, the adulterated, the blemished, the rough, the black-and-blue, the mix-andmatch – these people are inheriting the earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity, nourishes the human spirit, spurs economic growth and empowers nations. ” G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge

“Where do good new ideas come from? That’s simple! From differences. Creativity comes from “Where do good new ideas come from? That’s simple! From differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines. ” Nicholas Negroponte

CM Prof Richard Florida on “Creative Capital”: “You cannot get a technologically innovative place CM Prof Richard Florida on “Creative Capital”: “You cannot get a technologically innovative place unless it’s open to weirdness, eccentricity and difference. ” Source: New York Times/06. 01. 2002

“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, Business Week, 11. 20. 00

Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership 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 Source: Judy B. Rosener, America’s Competitive Secret

? ? ? ? ? Home Furnishings … 94% Vacations … 92% (Adventure Travel ? ? ? ? ? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55 B travel equipment) Houses … 91% D. I. Y. (“home projects”) … 80% Consumer Electronics … 51% Cars … 60% (90%) All consumer purchases … 83% Bank Account … 89% Health Care … 80%

2/3 rds working women/ 50+% working wives > 50% 80% checks 61% bills 53% 2/3 rds working women/ 50+% working wives > 50% 80% checks 61% bills 53% stock (mutual fund boom) 43% > $500 K 95% financial decisions/ 29% single handed

“Honey, are you sure you have the kind of money it takes to be “Honey, are you sure you have the kind of money it takes to be looking at a car like this? ”

2000 -2010 Stats 18 -44: -1% 55+: +21% (55 -64: +47%) 2000 -2010 Stats 18 -44: -1% 55+: +21% (55 -64: +47%)

50+ $7 T wealth (70%)/$2 T annual income 50% all discretionary spending 79% own 50+ $7 T wealth (70%)/$2 T annual income 50% all discretionary spending 79% own homes/40 M credit card users 41% new cars/48% luxury cars $610 B healthcare spending/ 74% prescription drugs 5% of advertising targets Ken Dychtwald, Age Power: How the 21 st Century Will Be Ruled by the New Old

“Marketers attempts at reaching those over 50 have been miserably No market’s motivations and “Marketers attempts at reaching those over 50 have been miserably No market’s motivations and needs are so poorly understood. ” Peter Francese, unsuccessful. — founding publisher, American Demographics

“ ‘Age Power’ will st 21 rule the century, and we are woefully unprepared. “ ‘Age Power’ will st 21 rule the century, and we are woefully unprepared. ” Ken Dychtwald, Age Power: How the 21 st Century Will Be Ruled by the New Old

50% to 36%: Protect Environment > Economic Growth. And #3: GREEN? ? ? : 50% to 36%: Protect Environment > Economic Growth. And #3: GREEN? ? ? : 58% to 34%: Protect Plants & Animals > Preserve Private Property Rights.

“Of all the ways the company will be judged over the next decade, none “Of all the ways the company will be judged over the next decade, none will be greater than our response to the issue of climate change. ” William Clay FORD Jr.

No: “Target Marketing” Yes: “Target Innovation” & “Target Delivery Systems” No: “Target Marketing” Yes: “Target Innovation” & “Target Delivery Systems”

Health. Care 21 Health. Care 21

Health. Care 21: 21 Ideas for Century 21 1. Hospitals kill people. (And many Health. Care 21: 21 Ideas for Century 21 1. Hospitals kill people. (And many of those they don’t kill, they wound. ) (And they deny it. ) (ERRORS RULE!) And: Hustling ambulances kill pedestrians—and don’t save patients. 2. Doctors are spoiled brats—who don’t like measurements. Or any form of “interference. ” Docs are also cover-up artists. The REAL Hippocratic Oath: “DON’T RAT ON A FELLOW DOC”. 3. Most prescription drugs don’t work—for a PARTICULAR patient. Current drugs = Blunderbusses. 4. Think … WELLNESS. Think … PREVENTION. 5. THERE IS LITTLE “SCIENCE” IN “MEDICINE. ” (See state to state variations … country to country variations … the general lack of agreed-upon treatments. ) 6. You could save thousands of lives (think Schlindler)—if you just outlawed handwritten prescriptions. 7. “Detailers” will disappear … when Gen. X docs arrive.

Health. Care 21 (Cont. ) 8. IS/IT in hospitals is sub-primitive (despite enormous expenditures). Health. Care 21 (Cont. ) 8. IS/IT in hospitals is sub-primitive (despite enormous expenditures). 9. Systemic IS/IT is worse—links between docs, insurers, providers, patients. 10. ELECTRONIC MEDICAL RECORDS …TO UNIFORM STANDARDS. (NOW. ) (PLEASE. ) 11. THE WEB WILL LIBERATE. (Info = Power. ) (BELIEVE IT. ) 12. 80 M BOOMERS RULE. ($$$$$. Desire for c-o-m-p-l-e-t-e CONTROL. NOW. “LEADERSHIP” OF AGING PROCESS. ) 13. “Drug Discovery” processes at Big Pharma are … hopelessly over-complicated. (? ? ? : Bye … Big Pharma. ) 14. 90% of the “healthcare fix”: HARVEST THE LOW-HANGING FRUIT. “They” are … NOT … the Enemy. “I have seen the enemy … and it am me. ” Damn it.

Health. Care 21 (Cont. ) 15. The number of U. S. un-insured is the Health. Care 21 (Cont. ) 15. The number of U. S. un-insured is the nation’s #1 disgrace. That said, insured “consumers” are spoiled brats. They/we/me act as if healthcare were a free good … and believe that an incipient hangnail calls for at least a CAT scan … or two. ANSWER: MAKE US FEEL THE PAIN. 16. Genetic engineering & biotech change … EVERYTHING. (Within 15 years. ) 17. New Medical Devices change … EVERYTHING. (Within 15 years. ) 18. IS/IT changes … EVERYTHING. (Within 10 years. ) 19. New Docs change … EVERYTHING. (Within 10 years. ) 20. New Patients change … EVERYTHING. (Within 5 years. ) * *

Health. Care 21 (Cont. ) ALL THIS = ENORMOUS OPPORTUNITY. 21. The Opportunity of Health. Care 21 (Cont. ) ALL THIS = ENORMOUS OPPORTUNITY. 21. The Opportunity of Several Lifetimes. (For the Bold & Brave. ) H’Care WILL be … TOTALLY … re-invented in the next two decades. (And, hey, it is our largest “industry. ”)

The Big Day! The Big Day!

09. 11. 2000: HP bids $18, 000, 000 for Pricewaterhouse. Coopers Consulting business! 09. 11. 2000: HP bids $18, 000, 000 for Pricewaterhouse. Coopers Consulting business!

“These days, building the best server isn’t enough. That’s the price of entry. ” “These days, building the best server isn’t enough. That’s the price of entry. ” Ann Livermore, Hewlett-Packard

Systems Integrator of choice. Global Services: Gerstner’s IBM: $35 B. Pledge/’ 99: Business Partner Systems Integrator of choice. Global Services: Gerstner’s IBM: $35 B. Pledge/’ 99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products. (BW/12. 01).

“We want to be the air traffic controllers of electrons. ” Bob Nardelli, GE “We want to be the air traffic controllers of electrons. ” Bob Nardelli, GE Power Systems

“Customer Satisfaction” to “Customer Success” “We’re getting better at [Six Sigma] every day. But “Customer Satisfaction” to “Customer Success” “We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability. Are customers’ bottom lines really benefiting from what we provide them? ” Bob Nardelli, GE Power Systems

Keep In Mind: Customer Satisfaction versus Customer Success Keep In Mind: Customer Satisfaction versus Customer Success

“UPS wants to take over the sweet spot in the endless loop of goods, “UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent. ” ecompany. com/06. 01 (E. g. , UPS Logistics manages the logistics of 4. 5 M Ford vehicles, from 21 mfg. sites to 6, 000 NA dealers)

“No longer are we only an insurance provider. Today, we also offer our customers “No longer are we only an insurance provider. Today, we also offer our customers the products and services that help them achieve their dreams, whether it’s financial security, buying a car, paying for home repairs, or even taking a dream vacation. ”—Martin Feinstein, CEO, Farmers Group

A World of Scintillating/ Awesome/ WOW “Experiences. ” A World of Scintillating/ Awesome/ WOW “Experiences. ”

“Experiences are as distinct from services as services are from goods. ” Joseph Pine “Experiences are as distinct from services as services are from goods. ” Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

Experience: “Rebel Lifestyle!” “What we sell is the ability for a 43 -year-old accountant 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

“I see us as being in the art business. Art, entertainment and mobile sculpture, “I see us as being in the art business. Art, entertainment and mobile sculpture, which, coincidentally, also happens to provide transportation. ” Bob Lutz: Source: NYT 10. 19. 01

DREAM: “A dream is a complete moment in the life of a client. Important 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

WHAT CAN BROWN DO FOR YOU? WHAT CAN BROWN DO FOR YOU?

31. DESIGN = New Seat of the Soul. 32. Branding Is for … EVERYONE. 31. DESIGN = New Seat of the Soul. 32. Branding Is for … EVERYONE. He Who Has the … BEST STORY … Takes Home (All) the Marbles. 33. DRAMATIC DIFFERENCE = Only Difference. 34. WORDS/Language Matters … a Lot. (E. g. : Three Hearty Cheers for “Wow”!) 35. WHAT MATTERS IS STUFF THAT MATTERS. (Query #1: “Are You Proud of It? ”)

Design Transforms even the [Biggest] Corporations! TARGET … “the champion of America’s new design Design Transforms even the [Biggest] Corporations! TARGET … “the champion of America’s new design democracy” (Time) “Marketer of the Year 2000” (Advertising Age)

All Equal Except … “At Sony we assume that all products of our competitors All Equal Except … “At Sony we assume that all products of our competitors have basically the same technology, price, performance and Design is the only thing that differentiates one product from another in the marketplace. ” features. Norio Ohga

“Design is treated like a religion at BMW. ” Fortune “Design is treated like a religion at BMW. ” Fortune

“We don’t have a good language to talk about this kind of thing. In “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 meaning of design. of a man-made creation. ” Steve Jobs

Bottom Line. Bottom Line.

Design “is” … WHAT & WHY I LOVE. Design “is” … WHAT & WHY I LOVE.

Design “is” … WHY I GET MAD. Design “is” … WHY I GET MAD.

Design is never neutral. Design is never neutral.

DESIGN is the principal difference between love and hate! Hypothesis: DESIGN is the principal difference between love and hate! Hypothesis:

“Early in my career in the law I learned he who has the best “Early in my career in the law I learned he who has the best story wins. ” that … JQ Adams/A Hopkins to T Joadson/M Freeman

“We are in the twilight of a society based on data. As information and “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 Companies will thrive on the basis of their stories and myths. Companies will need to understand how we work with others. that their products are less important than their stories. ” Rolf Jensen, Copenhagen Institute for Future Studies

“A key – perhaps the key – to leadership is the effective communication of “A key – perhaps the key – to leadership is the effective communication of a story. ” Howard Gardner Leading Minds: An Anatomy of Leadership

“Stories of identity – narratives that help individuals think about and feel who they “Stories of identity – narratives that help individuals think about and feel who they are, where they come from, and where they are headed – constitute the single most powerful weapon in the leader’s arsenal. ” Howard Gardner, Leading Minds: An Anatomy of Leadership

“They [consumer goods company] have acquired a bunch of products, which is what everyone “They [consumer goods company] have acquired a bunch of products, which is what everyone is doing. But what’s the point, the message, the story line, the Big Idea that makes ‘it’ all hang together? ” —Exec, major consumer goods company

“It is necessary for the President to be the No. 1 actor. ” nation’s “It is necessary for the President to be the No. 1 actor. ” nation’s FDR

“You must be the change you wish to see in the world. ” Gandhi “You must be the change you wish to see in the world. ” Gandhi

1 st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 1 st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing. ” Source #1: Personal Passion) 2 ND Law: REAL REASON TO BELIEVE (Stand & Deliver!) 3 RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It: “intent to purchase” – 100%; “unique” – 0% to 5%) Source: Jump Start Your Business Brain, Doug Hall

“The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar “The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and similar quality. ” Kjell Nordström and Jonas Ridderstråle, Funky Business

Funky Business: “To succeed we must stop being so goddamn normal. In a winner-takes-all Funky Business: “To succeed we must stop being so goddamn normal. In a winner-takes-all world, normal = nothing. ”

“We make over three new product announcements a day. Can you remember them? Our “We make over three new product announcements a day. Can you remember them? Our customers can’t!” Carly Fiorina

“When we did it ‘right’ it was still pretty ordinary. ” Barry Gibbons on “When we did it ‘right’ it was still pretty ordinary. ” Barry Gibbons on “Nightmare No. 1”

“Customers will try ‘low cost providers’ … because the Majors have not given them “Customers will try ‘low cost providers’ … because the Majors have not given them any clear reason not to. ” Leading Insurance Industry Analyst

Language matters! Language matters!

“We shape our buildings. Thereafter they shape us. ”—WSC “We shape our buildings. Thereafter they shape us. ”—WSC

“We shape our words. Thereafter they shape us. ”—TJP “We shape our words. Thereafter they shape us. ”—TJP

“Let’s make a dent in the universe. ” Steve Jobs “Let’s make a dent in the universe. ” Steve Jobs

Language matters! Wow! BHAG! “Takes your breath away!” Language matters! Wow! BHAG! “Takes your breath away!”

“Astonish me!” / S. D. “Build something great!” / H. Y. “Immortal!” / D. “Astonish me!” / S. D. “Build something great!” / H. Y. “Immortal!” / D. O.

“I never, ever thought of myself I was interested in creating things I would “I never, ever thought of myself I was interested in creating things I would be proud of. ” —Richard Branson as a businessman.

36. e. ALL. (IS/IT: Half-way = No Way. ) 37. DREAM … Big! DREAM 36. e. ALL. (IS/IT: Half-way = No Way. ) 37. DREAM … Big! DREAM … Enormous! DREAM … Gargantuan! (These Are XXXL Times. ) 38. THINK MIKE! (Michelangelo: “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. ”) 39. There Is Only … ONE BIG ISSUE: (Crappy) Cross-functional Communication. 40. Stop Doing Dumb Shit. (SYSTEMATIZE THE PROCESS OF “UN-DUMBING. ”)

100 square feet 100 square feet

Web. World = Everything Web as a way to run your business’s innards Web Web. World = Everything Web as a way to run your business’s innards Web as connector for your entire supply-demand chain Web as “spider’s web” which re-conceives the industry Web/B 2 B as ultimate wake-up call to “commodity producers” Web as the scourge of slack, inefficiency, sloth, bureaucracy, poor customer data Web as an Encompassing Way of Life Web = Everything (P. D. to after-sales) Web forces you to focus on what you do best Web as entrée, at any size, to World’s Best at Everything as next door neighbor

Jargon Bath! Bureaucracy free … Systemically integrated … Internet intense … Knowledge based … Jargon Bath! Bureaucracy free … Systemically integrated … Internet intense … Knowledge based … Time and location free … “Instantly” responsive … Customer centric … Mass customization enabled.

Translation … Bureaucracy free = Flat org, no B. S. Systemically integrated = Whole Translation … Bureaucracy free = Flat org, no B. S. Systemically integrated = Whole supply chain tightly wired/ friction-free Internet intense = Do it all via the Web Knowledge based = Open access Time and location free = Whenever, wherever “Instantly” responsive = Speed demons Customer centric = Customer calls the shots Mass customization enabled = Every product and service rapidly tailored to client requirements

“Ebusiness is about rebuilding the organization from the ground up. Most companies today are “Ebusiness is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness. ” Ray Lane, Kleiner Perkins

Amen! “The Age of the Never Satisfied Customer” Regis Mc. Kenna Amen! “The Age of the Never Satisfied Customer” Regis Mc. Kenna

Anne Busquet/ American Express Not: “Age of the Internet” “Age of Customer Control” Is: Anne Busquet/ American Express Not: “Age of the Internet” “Age of Customer Control” Is:

“The Web enables total transparency. People with access to relevant information are beginning to “The Web enables total transparency. People with access to relevant information are beginning to challenge any type of authority. The stupid, loyal and humble customer, employee, patient or citizen is dead. ” Kjell Nordström and Jonas Ridderstråle, Funky Business

“There’s no use trying, ” said Alice. “One can’t believe impossible things. ” “I “There’s no use trying, ” said Alice. “One can’t believe impossible things. ” “I daresay you haven’t had much practice, ” said the Queen. “When I was your age, I always did it for half an hour a day. Why, sometimes I’ve believed as many as six impossible things before breakfast. ” Lewis Carroll

I’net … allows you to dreams you could never have dreamed before! … I’net … allows you to dreams you could never have dreamed before! …

The greatest danger for most of us is not that our aim is too 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

“The organizations we created have become tyrants. They have taken control, holding us fettered, “The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over. ” —Frank Lekanne Deprez & Rene Tissen, Zero Space: Moving Beyond Organizational Limits.

“In an era when terrorists use satellite phones and encrypted email, US gatekeepers stand “In an era when terrorists use satellite phones and encrypted email, US gatekeepers stand armed against them with pencils and paperwork, and archaic computer systems that don’t talk to each other. ” Boston Globe (09. 30. 2001)

“Supply Chain” 2000: “When Joe Employee at Company X launches his browser, he’s taken “Supply Chain” 2000: “When Joe Employee at Company X launches his browser, he’s taken to Company X’s personalized home page. He can interact with the entire scope of Company X’s world – customers, other employees, distributors, suppliers, manufacturers, consultants. The browser – that is, the portal – resembles a My Yahoo for Company X and hooks into every network associated with Company X. The real trick is that Joe Employee, business partners and customers don’t have to be in the office. They can log on from a cell phone, Palm Pilot, pager or home office system. ” Red Herring (09. 2000)

Innovation & Speed’s “New Basics”* 1. XFTs are the “culture. ” 2. Project-centric. 3. Innovation & Speed’s “New Basics”* 1. XFTs are the “culture. ” 2. Project-centric. 3. Open “talent market. ” 4. “Cause-based” projects. 5. Ubiquitous “open systems. ” IS—at home & throughout supply chain. Web based. 6. F-L-A-T. *Innovation, Speed, CRM, “Experience”/ “Solution” demand this

[ Words to Live By … “Hierarchy is an organization with its face toward [ Words to Live By … “Hierarchy is an organization with its face toward the CEO and its ass toward the customer. ” Kjell Nordstrom and Jonas Ridderstrale, Funky Business]

41. Beautiful Systems Are … BEAUTIFUL. 42. The … WHITE-COLLAR REVOLUTION … Will Devour 41. Beautiful Systems Are … BEAUTIFUL. 42. The … WHITE-COLLAR REVOLUTION … Will Devour Everything in Its Path. 43. Take Charge of Your Destiny! Brand. You Moment! DISTINCT … OR EXTINCT! 44. “Powerlessness” Is a State of Mind! Think: King. Gandhi. De Gaulle. 45. Pursue Adventure … in Every Task.

Fred S. ’s “mediocre” thesis. Herb K. ’s napkin. Fred S. ’s “mediocre” thesis. Herb K. ’s napkin.

have. Must hate. / Must design. Must un-design. Systems: Must have. Must hate. / Must design. Must un-design. Systems: Must

Mgt. Team includes … EVP (S. O. U. B. ) Mgt. Team includes … EVP (S. O. U. B. )

Executive Vice President, Stomping Out Unnecessary Bullshit Executive Vice President, Stomping Out Unnecessary Bullshit

First Steps: “Beauty Contest”! 1. Select one form/document: invoice, air bill, sick leave policy, First Steps: “Beauty Contest”! 1. Select one form/document: invoice, air bill, sick leave policy, customer returns-claim form. 2. Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on four dimensions: Beauty. Grace. Clarity. Simplicity. 3. Re-invent! 4. Repeat, with a new selection, every 15 working days.

E. g. … Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in 3 E. g. … Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in 3 years. Source: BW (01. 28. 02)

IBM’s Project e. Liza!* * “Self-bootstrapping”/ “Artilects” IBM’s Project e. Liza!* * “Self-bootstrapping”/ “Artilects”

“Unless mankind redesigns itself by changing our DNA through altering our genetic makeup, computergenerated “Unless mankind redesigns itself by changing our DNA through altering our genetic makeup, computergenerated robots will take over the world. ” – Stephen Hawking, in the German magazine Focus

THE I work for a company called Me STREET JOURNAL Adventures in Capitalism THE I work for a company called Me STREET JOURNAL Adventures in Capitalism

THE rise up and flee your cubicle STREET JOURNAL Adventures in Capitalism THE rise up and flee your cubicle STREET JOURNAL Adventures in Capitalism

New World of Work < 1 in 10 F 500 #1: Manpower Inc. Freelancers/I. New World of Work < 1 in 10 F 500 #1: Manpower Inc. Freelancers/I. C. : 16 M-25 M Temps: 3 M (incl. CEOs & lawyers) Microbusinesses: 12 M-27 M Total: 31 M-55 M Source: Daniel Pink, Free Agent Nation

“If there is nothing very special about your work, no matter how hard you “If there is nothing very special about your work, no matter how hard you apply yourself, you won’t get noticed, and that increasingly means you won’t get paid much either. ” Michael Goldhaber, Wired

Minimum New Work Survival. Skills. Kit 2002 Mastery Rolodex Obsession (vert. to horiz. “loyalty”) Minimum New Work Survival. Skills. Kit 2002 Mastery Rolodex Obsession (vert. to horiz. “loyalty”) Entrepreneurial Instinct CEO/Leader/Businessperson/Closer Mistress of Improv Sense of Humor Intense Appetite for Technology Groveling Before the Young Embracing “Marketing” Passion for Renewal

Personal “Brand Equity” Evaluation – I am known for [2 to 3 things]; next Personal “Brand Equity” Evaluation – I am known for [2 to 3 things]; next year at this time I’ll also be known for [1 more thing]. – My current Project is challenging me … – New things I’ve learned in the last 90 days include … – My public “recognition program” consists of … – Additions to my Rolodex in the last 90 days include … – My resume is discernibly different from last year’s at this time …

T. T. D. /Assignment Construct a 1/8 -page or 1/4 -page ad for Brand T. T. D. /Assignment Construct a 1/8 -page or 1/4 -page ad for Brand You … for the Yellow Pages

“You are the storyteller of your own life, and you can create your own “You are the storyteller of your own life, and you can create your own legend or not. ” Isabel Allende

“When was the last time you asked, ‘What do I want to be? ’ “When was the last time you asked, ‘What do I want to be? ’ ” Sara Ann Friedman, Work Matters

“The time seems appropriate to rethink the notions of self and identity in this “The time seems appropriate to rethink the notions of self and identity in this rapidly changing age …” Tara Lemmey, Project LENS, past president Electronic Frontier Foundation

Bill Parcells’ World/ Brand You World! BLAME NOBODY! EXPECT NOTHING! DO SOMETHING! NY Post Bill Parcells’ World/ Brand You World! BLAME NOBODY! EXPECT NOTHING! DO SOMETHING! NY Post (9/99)

“Nobody gives you power. You just take it. ”—Roseanne “Nobody gives you power. You just take it. ”—Roseanne

“ ‘Obeying the rules’ is obeying their rules. [Women] can never be powerful as “ ‘Obeying the rules’ is obeying their rules. [Women] can never be powerful as long as they try to be in charge in the same way men take charge. ” Harriet Rubin, The Princessa: Machiavelli for Women

Kurt Carlson to young Marilyn Carlson: “If you don’t like Sunday School, change it!” Kurt Carlson to young Marilyn Carlson: “If you don’t like Sunday School, change it!” (She did. )

Brand You, Big Time! I AM AN ARMY OF ONE Brand You, Big Time! I AM AN ARMY OF ONE

World’s Biggest Waste … Selling “Up” World’s Biggest Waste … Selling “Up”

THE IDEA: Model F 4 Find a Fellow Freak Faraway THE IDEA: Model F 4 Find a Fellow Freak Faraway

F 2 F!/K 2 K!/ 1@T/R. F!A. * *Freak to Freak/ Kook to Kook/ F 2 F!/K 2 K!/ [email protected]/R. F!A. * *Freak to Freak/ Kook to Kook/ One at a Time/ Ready. Fire!Aim.

46. EXCELLENCE … Is a State of Mind. (Excellence Takes a Minute. ) (No 46. EXCELLENCE … Is a State of Mind. (Excellence Takes a Minute. ) (No Bull. ) 47. SHOW UP! (If You Care, You’re There. ) 48. YOUR CALENDAR KNOWS ALL. (You = Calendar. ) (Mind Your “TO DON’T” List. ) 49. LIFE IS SALES. (The Rest Is Details. ) 50. Boss Mantra #1: “I DON’T KNOW. ” (“I Don’t Know” = Permission to Explore. )

What Do I “Do” First? One Minute Excellence!* *Thomas Watson What Do I “Do” First? One Minute Excellence!* *Thomas Watson

Culture Change is not “Corporate. ” Culture Change is not a “Program. ” Culture Culture Change is not “Corporate. ” Culture Change is not a “Program. ” Culture change does not take “Years. ” Culture Change does not start “Today. ” Culture Change starts Right Culture Change Now! Lives in the Moment! Culture Change is Entirely in Your Hands!

Rudy! Rudy!

P. S. … 5, 000 miles for a 5 min. meeting! Mark Mc. Cormack: P. S. … 5, 000 miles for a 5 min. meeting! Mark Mc. Cormack:

“To Don’t ” List “To Don’t ” List

Danger: S. I. O. (Strategic Initiative Overload) Danger: S. I. O. (Strategic Initiative Overload)

If you don’t LOVE SALES … find another life. (Don’t pretend TP: you’re a If you don’t LOVE SALES … find another life. (Don’t pretend TP: you’re a “leader. ”) (See TP’s The Project 50. )

The Sales 25: Great Salespeople … 1. Know the product. (Find cool mentors, and The Sales 25: Great Salespeople … 1. Know the product. (Find cool mentors, and use them. ) 2. Know the company. 3. Know the customer. (Including the customer’s consultants. ) (And especially the “corporate culture. ”) 4. Love internal politics at home and abroad. 5. Religiously respect competitors. (No badmouthing, no matter how provoked. ) 6. Wire the customer’s org. (Relationships at all levels & functions. ) 7. Wire the home team’s org. and vendors’ orgs. (INVEST Big Time time in relationships at all levels & functions. ) (Take junior people in all functions to client meetings. )

Great Salespeople … 8. Never overpromise. (Even if it costs your job. ) 9. Great Salespeople … 8. Never overpromise. (Even if it costs your job. ) 9. Sell only by solving problems-creating profitable opportunities. (“Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of money—here’s exactly how. ”) (IS THIS A “PRODUCT SALE” OR A WOW-ORIGINAL SOLUTION YOU’LL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS? ) 10. Will involve anybody—including mortal enemies—if it enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass. 11. Know the Brand Story cold; live the Brand Story. (If not, leave. )

Great Salespeople … 12. Think “Turnkey. ” (It’s always your problem!) 13. Act as Great Salespeople … 12. Think “Turnkey. ” (It’s always your problem!) 13. Act as “orchestra conductor”: You are responsible for making the whole-damn-network respond. (PERIOD. ) 14. Help the customer get to know the vendor’s organization & build up their Rolodex. 15. Walk away from bad business. (Even if it gets you fired. ) 16. Understand the idea of a “good loss. ” (A bold effort that’s sometimes better than a lousy win. ) 17. Think those who regularly say “It’s all a price issue” suffer from rampant immaturity & shrunken imagination. 18. Will not give away the store to get a foot in the door. 19. Are wary & respectful of upstarts—the real enemy. 20. Seek several “cool customers”—who’ll drag you into Tomorrowland.

Great Salespeople … 21. Use the word “partnership” obsessively, even though it is way Great Salespeople … 21. Use the word “partnership” obsessively, even though it is way overused. (“Partnership” includes folks at all levels throughout the supply chain. ) 22. Send thank you notes by the truckload. (NOT ENOTES. ) (Most are for “little things. ”) (50% of those notes are sent to those in our company!) Remember birthdays. Use the word “we. ” 23. When you look across the table at the customer, think religiously to yourself: “HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED? ” 24. Great salespeople can affirmatively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY? 25. Keep your bloody Power. Point slides simple!

“I don’t know. ” “I don’t know. ”

51. Management Role 1: GET OUT OF THE WAY. (Clear the Way. ) (“Manager” 51. Management Role 1: GET OUT OF THE WAY. (Clear the Way. ) (“Manager” = Hurdle Removal Professional. ) 52. Epitaph from Hell: “He Woulda Done Some Truly Cool Stuff … But His Boss Wouldn’t Let Him. ” 53. Change Takes However Long You Think It Takes. (Eschew … “Incrementalism. ”) 54. Respect! (Rule 1: Don’t Belittle!) 55. “Thank You” Trumps All!

“Ninety percent of what we call ‘management’ consists of making it difficult for people “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done. ” – P. D.

Joe J. Jones 1942 – 2002 HE WOULDA DONE SOME REALLY COOL STUFF BUT Joe J. Jones 1942 – 2002 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

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

“It is impossible to claim that all good teachers use similar techniques: some lecture “It is impossible to claim that all good teachers use similar techniques: some lecture nonstop and others speak very little; some stay close to their material and others loose the imagination; some teach with the carrot and others with the stick. But in every instance, good teachers share one trait: a strong sense of personal identity infuses their work. ‘Dr. A is really there when he teaches. ’ ‘Mr. B has such enthusiasm for his subject. ’ ‘You can tell that this is really Prof. C’s life. ’ ” Parker Palmer, The Courage to Teach

“The deepest human need to be appreciated. ” need is the William James “The deepest human need to be appreciated. ” need is the William James

“The two most powerful things a kind word and a thoughtful gesture. ” in “The two most powerful things a kind word and a thoughtful gesture. ” in existence: Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]

56. Integrity Matters! Integrity = Credibility. (Dennis K. Is a Jerk. ) 57. SOFT 56. Integrity Matters! Integrity = Credibility. (Dennis K. Is a Jerk. ) 57. SOFT IS HARD IS SOFT. (Numbers Are Soft. People Are Not. ) 58. Try Sunny! (Sunny Begets Sunny. Gloomy Begets Gloomy. ) 59. DISPENSE ENTHUSIASM! 60. FUN …Is Not a 4 -Letter Word. So, too … JOY. (And … GRACE. )

“Soft” Is “Hard” - ISOE “Soft” Is “Hard” - ISOE

Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change. ] [Otherwise, why bother? Just read Dilbert. TP’s final words: CYNICISM SUCKS. ]

BZ: “I am a … Dispenser of Enthusiasm!” BZ: “I am a … Dispenser of Enthusiasm!”

“A leader is a dealer in hope. ” Napoleon (+TP’s writing room pics) “A leader is a dealer in hope. ” Napoleon (+TP’s writing room pics)

Hackneyed but none the less LEADERS SEE CUPS AS “HALF FULL. ” true: Hackneyed but none the less LEADERS SEE CUPS AS “HALF FULL. ” true:

“[Ronald Reagan] radiated an almost transcendent happiness. ” Half-full Cups: Lou Cannon, George (08. “[Ronald Reagan] radiated an almost transcendent happiness. ” Half-full Cups: Lou Cannon, George (08. 2000)

“My favorite word is grace – grace, saving grace, grace under fire, Grace Kelly. “My favorite word is grace – grace, saving grace, grace under fire, Grace Kelly. How we live whether it’s amazing contributes to beauty – whether it’s how we treat other people or the environment. ” Celeste Cooper, designer

Rodale’s on “Grace” … elegance … charm … loveliness … poetry in motion … Rodale’s on “Grace” … elegance … charm … loveliness … poetry in motion … kindliness. . benevolence … benefaction … compassion … beauty

The End. The End.