Tom%20Peters

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Tom PetersEXCELLENCE. ALWAYS.National
Enterprise Innovation ConferenceB2B/London/27June
2006
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Slides at tompeters.comalso long
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The Irreducible209
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A frustrated participant at a seminar for
investment bankers in Mauritius listened
impatiently to my explanation of differences of
opinion among me, Mike Porter, Gary Hamel, Jim
Collins, etc. Finally, hed had enough. What, if
anything, he asked, do you believe for sure?
I mumbled something, but his query started
rumbling around in my mind. Three days later,
wandering on a Sunday in London, the idea of the
irreducibles occurred to meand I started
jotting down notes on stuff I do indeed believe
for sure. Before I knew it, a few days later,
the list had grown to 209 items. Hence The
Irreducible209 that follows.Tom Peters
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EXCELLENCE. CASE.EPSILON.
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This is not about customer centrismintegrat
ed marketingetcetcetcIt is about
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It is about sellin a whole lotta stuff and
having customers go bananas with love to the
point that they tell every damn friend they have
and then start buttonholing strangers on trains
and planes and busses.
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Goodnight and Good Luck.
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THREE BILLION NEW CAPITALISTS Clyde Prestowitz
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43,000
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Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 500 of 900 Research
JPMorgan Chase30 back-office by 12.31.07
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Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
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EXCELLENCE. THE MANDATE.
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If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
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It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
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We are in a brawl with no rules. Paul Allaire
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S.A.V.
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Screw Around Vigorously
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Sams Secret 1!
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Tom, very simple. Sam was not afraid to fail.
David Glass to TP, on the occasion of Sams
induction into The Sales Marketing Hall of Fame
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We made mistakes. Most of them were omissions we
didnt 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, were
already on prototype version No. 5. By the time
our rivals are ready with wires and screws, we
are on version No. 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by
Bloomberg
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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 youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
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Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
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FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
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EXCELLENCE. STARTERS.
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Radio City Music HallSeptember 2005
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Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
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P.P.E.E.R.R.E.
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People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
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EXCELLENCE. THE WORD.
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SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
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EXCELLENCE. GAMECHANGER.
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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
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ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Forbes/Excellence Index /Basket of 32
publicly traded stocks
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EXCELLENCE. ADVERSARIES.
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Progress?
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Hardball Are You Playing to Play or Playing to
Win? by George Stalk Rob Lachenauer/HBS
PressThe winners in business have always
played hardball. Unleash massive and
overwhelming force. Exploit anomalies.
Threaten your competitors profit sanctuaries.
Entice your competitor into retreat.Approximat
ely 640 Index entries Customer/s (service,
retention, loyalty), 4. People (employees,
motivation, morale, worker/s), 0. Innovation
(product development, research development, new
products), 0.
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M.I.A. Talk. (Present.) Listen. (Interview.)
Sell. (Life Sales.) Do. (Execution-Implementatio
n.) Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support. Execution.
Adoption-Client Culture Change.) Product.
(It.) Innovation. (Design. Creativity.
Buzz-building. Politics.) Leadership. (USMA,
etc.) E.Q. (Connect.) Culture Change. (Lasting
impact.) Diversity. (Cross-cultural
Effectiveness.) Career Creation. (Brand You
life-lifestyle.) Wellness. (Life.) B.Schools
(M.I.A. or at most B.I.A.barely in action)
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EXCELLENCE. ALWAYS.
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Them-UsTom Peters/0626.2006
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Them-Us
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Them UsStrategy

EXECUTIONStrategy
MANAGEMENTStrategy
PeopleStrategy
Culture-Values Planning
ActionMarketing
Selling/SalesMarketing
Customers as Raving FansCustomers
ClientsMicro-segmentat
ion Big Stuff (Women, Boomers)Cost
minimization Revenue
maximizationSynergy/Efficiencies
DecentralizationStrategic supplier
Pioneering supplierProcess
ProjectMen
WomenLeadership
Management LeadershipStandardizat
ion Exceptionalism (53 53)
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Them UsBig
Mid-size
(bacteria)Growth by merger
Organic growthBuy market share
Create NEW marketsEfficient, streamlined
Value-creating PSF
department Certainty-predictability
Ambiguity-opportunityFearful of losing
Aggressive pursuit
of winningPlan
PrototypeCareful
evaluation Another
prototypeRevised plan
Another prototypePeople/Employees
TalentEffective HR department Rockin
Talent
Development CenterBenchmark against
the Benchmark against the
best-industry leader coolest

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Them
UsBenchmark
FuturemarkOrderly career progression Up
or Out (PDQ)Head
HeartIQ
EQProfessional
PassionateStoic, humble leaders
Noisy, emotional
characters in chargeHire for
Resume Hire for
intangiblesMeasured-thoughtful
Relentless, pig-headed approach
determinationTeamwork comes first
Teamwork and disruptive
individuals equal
billingListen to customers Lead
customersCustomer involvement
Intimate-Seamless
customer inter-twining
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Them UsMBM (Management
MBWA by memo/meeting)MBA
MFA/School of Hard
KnocksShareholder Value Great
people-product rule comes first
(Sharhldr value derivative) Work smart
Work hardBuilt to last
Built to Rock the WorldReward
successes Reward (XCELLENT) failures
Quality first! Design
1TQuality first! Innovation
1THigh-quality Jaw-dropping
Experience transactionCVs demo consistent
CVs feature Magic Moments performanceGood
grades Cool stuff Operational
excellence World-rocking INNOVATION

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Them UsBrand
LovemarkBest analysis wins
Best STORY winsBeyond politics
Politics-is-life, the
rest is detailsOutsource
Best sourceMotivate
Send on QUESTSMotivate
Invite to join adventureMotivate
Dont De-motivateMeasured language
HOT languageProduct-Service
Gamechanging SOLUTION,
Thrilling EXPERIENCE,
DREAM come true,
LOVEMARKPastel
Technicolor
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Them UsBetter
DifferentMission success
Mission EXCELLENCEVery good
EXCELLENCE. ALWAYS.
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A Lifes Work1966 MBWA/DogtTalk1974
Behavioralism DogtTalk/IMPLEMENTATIONgtStrategy19
79 7S/Emphasis on Soft Ss (Hard is soft. Soft
is hard.)1982 Beyond strategyEXCELLENCE
Bias for Action/Do it. Fix it. Try it
again.Close to the CustomerMBWA (as
metaphor) Management Style1990 Innovate or
DieDesignWomenBrand YouWOW! (Passion.
Enthusiasm. Energy. Emotion. Technicolor)2000
The Work MattersPSFBYWowProjects V.A.
Source 1Brand Inside
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EXCELLENCE. ALWAYS.
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Why in the world did you go to Siberia?
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The Peters Principles 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.
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Business (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum concerted human
potential in the wholehearted service of
others.Excellence. Always.Employees,
Customers, Suppliers, Communities, Owners,
Temporary partners
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Business The Ultimate Creative Endeavor.
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Business The Ultimate Personal
Development-Growth Experience.
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Business The Ultimate Transcendent Service
Opportunity.
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EXCELLENCE. YOU ME.
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In Toms world, its always better to try a swan
dive and deliver a colossal belly flop than to
step timidly off the board while holding your
nose. Fast Company /October2003
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This is the true joy of Life, the being used for
a purpose recognized by yourself as a mighty one
the being a force of Nature instead of a
feverish, selfish little clod of ailments and
grievances complaining that the world will not
devote itself to making you happy. GB
Shaw/Man and Superman
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Life is not a journey to the grave with the
intention of arriving safely in a pretty and
well-preserved bodybut rather a skid in
broadside, thoroughly used up, totally worn out,
and loudly proclaiming, Wow, what a ride!
anon.
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EXCELLENCE. INNOVATE. OR. DIE.
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World Innovation ForumEVERYTHING YOU THOUGHT
YOU KNEW ABOUT INNOVATION IS WRONGTom
Peters/New York/0524.2006/
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What We Know For Sure About InnovationBig
mergers by large dont workScale is
over-ratedStrategic planning is the last refuge
of scoundrelsFocus groups are counter-productive
Built to last is a chimera (stupid)Success
killsForgetting is impossibleRe-imagine is a
charming ideaOrderly innovation process is an
oxymoronic phrase ( Believed only by morons
with ox-like brains)Tipping points are easy to
identify long after they will do you any
goodFacts arentAll information making it to
the top is filtered to the point of danger and
hilaritySuccess stories are the illusions of
egomaniacs (and gurus)If you believe the
memoirs of CEOs you should be institutionalizedH
erd behavior (XYZ is hot) is ubiquitous and
amusingTop teams are DittoheadsCEOs have
little effect on performanceExpert prediction
is rarely better than rolling the dice
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A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
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Pathetic!
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Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors underperformed the market by
20 just 2 (2), GE Kodak, outperformed the
market 1917 to 1987.SP 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
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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
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I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
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Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
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More than 1 RD spending, last 25 years?
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GM
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First-level Scientific SuccessBeyond Brains
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First-level Scientific SuccessThe smartest guy
in the room winsOr
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First-level Scientific SuccessFanaticismPersist
ence-Dogged TenacityPatience (long
haul/decades)-Impatience (in a hurry/do it
yesterday)PassionEnergyRelentlessness
(Grant-ian) EnthusiasmDriven (nuts!) (Brutal?)
CompetitivenessEntrepreneurialPragmatic
(R.F!A.)Scrounge (gets the logistics-infrastruc
ture bit)Master of Politics (internal-external)T
actical GeniusPursuit of (Oceanic)
Excellence!High EQ/Skillful in Attracting
Keeping Talent/MagneticProlific (ground up more
pig brains)EgocentricSense of
History-DestinyFuturistic-In the
MomentMono-dimensional (Work-life balance?
Ha!)Exceptionally IntelligentExceptionally
Clever (methodological shortcuts/methodological
genius)Luck
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EXCELLENCE. IMPACT.
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Great Companies SET THE AGENDA. (Period.)
disturb the sleep of
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AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Toyota
Sears GM ITT The Gap Limited WalMart
Tesco PG 3M Intel IBM Apple Nokia
Cisco Dell MCI Sun Microsoft Google
Enron Schwab GE Laker Southwest People
Express Ogilvy Virgin eBay Amazon Sony
Amgen BMW CNN Nike
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Built to Last vs Built for ImpactBut what if
former head of strategic planning at Royal Dutch
Shell Arie De Geus is wrong in suggesting, in
The Living Company, that firms should aspire to
live forever? Greatness is fleeting and, for
corporations, it will become ever more fleeting.
The ultimate aim of a business organization, an
artist, an athlete or a stockbroker may be to
explode in a dramatic frenzy of value creation
during a short space of time, rather than to live
forever. Kjell Nordström and Jonas
Ridderstråle, Funky Business
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Innovation The Secret
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We become who we hang out with!
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Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
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Venture fund (E.g. Gerstner/Amex,
Dow/Marriott, Grove/Intel, Bedbury/Starbucks)
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2/50Scott Bedbury/Starbucks/lt1/lt4 of 400/
grabbed best/all wanted to be there/2-50
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Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
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Inno64 Innovation Strategies Tactics
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Parallel universe /Exec Ed v res MBA End run
regnant powers/JKC Find done deals-practicing
mavericks/Stone-ReGo Bell curves2016 in
2006 Non-industry benchmarking Everything
Portfolio V.C.s all! Hot language/Wow-Astonish
me-Insanely great-immortal-Make something
great Lead customers/PW-Embraer Lead suppliers
/Top decile RD Weird alliances Mottos/Paul Arden
(Whatever You Think Think the Opposite) Hire
freaks/Enough weird people? Weird Boards!!!
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CEO track record of Innovation (nobody starts at
45!) System/GE-Immelt Strategic thrust
overlay Calendar Big Delta easier than
Small MBWA with freaks-weirdos/JKC MBWA/Boonies
labs V.C.-formal/Intel Acquire weird Childrens
crusade Old farts crusade Go Global at any
size Stop listening to customers Talent!/Unusual
sources-Hire innovators-V.C.s Eschew giant mergers
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Remember scale economies max out early Assisted
suicide! (Built to last Chimera-snare-delusion
) Burn your press clippings Forgetting
strategy Fire all strategic planners Tempo! Fina
l product bears little relation to starting
notion Design! Design! Design! (culture, not
program) All innovation Pissed-off people Gut
feel rules! Focus groups suck Weird focus groups
okay Be-Do philosophy
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Celebrations Culture-little as well as big Inno
(everyone-an-innovator) Life Wow
Projects Acknowledge messiness-pursue serendipity
(Blitzkrieg-Containers-Science-Jim
Utterback) R.F.A. Culture of execution 4/40
decentralization, execution, accountability,
615AM EVP (S.O.U.B.)/Systems-process
un-design Diversity for diversitys
sake Women-Women-Women/customers (they are the
market, not a segment)-leaders Boomers-Geezers
(all the money)
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CRO (Chief Revenue Officer) culture/top-line
obsessed CIO (Chief INNOVATION Officer) Laughter F
acility-space configuration Experiments-prototypes
Reward excellent failures. Punish mediocre
successes. Bizarrely high incentives (
penalties) We are what we eat/We are who we hang
out with (E.g. Staff-Consultants-Vendors-Out-sour
cing Partners/, Quality-Innovation Alliance
Partners-Customers-Competitors/who we benchmark
against -Strategic Initiatives -Product
Portfolio/LineEx v. Leap-IS/IT Projects-HQ
Location-Lunch Mates-Language-Board)
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EXCELLENCE. 4/40.
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4/40
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De-cent-ral-iz-a-tion!
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Ex-e-cu-tion!
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We have a strategic plan. Its called doing
things. Herb Kelleher
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Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
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Ac-count-a-bil-ity!
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615A.M.
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????????Work Hard gt Work Smart
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EXCELLENCE. WANTING.
100
This is not a mature category.
101
This is an undistinguished category.
102
Line Extensions 86 percent of new products. 62
percent of revenues. 39 percent of
profit.Source Blue Ocean Strategy, Chan Kim
and Renée Mauborgne
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The Bottleneck Is at the Top of the
BottleWhere 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 top!
Gary Hamel/Harvard Business Review
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EXCELLENCE. NO EXCUSES.
105
SummaryWallopWalMart16Or Why its so
absurdly easy to beat a GIANT Company
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The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
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This is an essay about what it takes to create
and sell something remarkable. It is a plea for
originality, passion, guts and daring. You cant
be remarkable by following someone else whos
remarkable. One way to figure out a theory is to
look at whats working in the real world and
determine what the successes have in common. But
what could the Four Seasons and Motel 6 possibly
have in common? Or Neiman-Marcus and WalMart? Or
Nokia (bringing out new hardware every 30 days or
so) and Nintendo (marketing the same Game Boy 14
years in a row)? Its like trying to drive
looking in the rearview mirror. The thing that
all these companies have in common is that they
have nothing in common. They are outliers.
Theyre on the fringes. Superfast or superslow.
Very exclusive or very cheap. Extremely big or
extremely small. The reason its so hard to
follow the leader is this The leader is the
leader precisely because he did something
remarkable. And that remarkable thing is now
takenso its no longer remarkable when you
decide to do it. Seth Godin, Fast
Company/02.2003
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The Small Guys Guide Wallop WalMart16
Hands-on, emotional leadership. (We are a
great cool intimate joyful dramatically
different team working to transform our Clients
lives via Consistently Incredible
Experiences!) A community star! (Sell
local-ness per se. Sell the hell out of it!) An
incredible experience, from the first to last
momentand then in the follow-up! (These guys
are cool! They get me! They love me!) DESIGN
DRIVEN! (Design is a premier weapon-in-pursuit-o
f-the sublime for small-ish enterprises,
including the professional services.)
109
The Small Guys Guide Wallop WalMart16
Employer of choice. (A very cool, well-paid
place to work/learning and growth experience in
at least the short term marked by notably
progressive policies.) (THIS IS EMINENTLY
DO-ABLE!!) Sophisticated use of information
technology. (Small-ish is no excuse for small
aims/execution in IS/IT!) Web-power! (The Web
can make very small very big if the
product-service is super-cool and one
purposefully masters buzz/viral
marketing.) Innovative! (Must keep renewing and
expanding and revising and re-imagining the
promise to employees, the customer, the
community.)
110
The Small Guys Guide Wallop WalMart16
Brand-Lovemark (Kevin Roberts) Maniacs!
(Branding is not just for big folks with big
budgets. And modest size is actually a Big
Advantage in becoming a local-regional-niche
lovemark.) Focus on women-as-clients. (Most
dont. How stupid.) Excellence! (A small player
per me has no right or reason to exist unless
they are in Relentless Pursuit of Excellence. One
earns the rightone damn day and client
experience at a time!to beat the Big Guys in
your chosen niche!)
111
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
112
798
113
415/SqFt/WalMart798/SqFt/Whole Foods
114
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
115
?
116
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks middle
manager/field
117
25
118
1/100 Best Companies to Work for/2005
119
Wegmans
120
EXCELLENCE. 1T.
121
Cirque du Soleil!
122
EXCELLENCE. 1T.
123
Donnellys Weatherstrip Service Weymouth MA
124
A man without a smiling face must not open a
shop. Chinese Proverb
125
EXCELLENCE. PITIFUL.
126
????????6/44
127
EXCELLENCE. FOUND.
128
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
129
EXCELLENCE. OPPORTUNITY.
130
Women are the majority market Fara
Warner/The Power of the Purse
131
The Perfect Answer
Jill and Jack buy slacks in black
132
(No Transcript)
133
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10.
Womens Market Opportunity No. 1.
134
10. Womens Market Opportunity No. 1.
135
Cases!McDonalds (mom-centered to majority
consumer not via kids)Home Depot (Do it
everything! Herself)PG (more than house
cleaner) DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
136
To help revive the companys sales and profits,
McDonalds shifted its strategy toward women from
one of minority consumers who served as a
conduit to the important childrens market to one
in which women are the majority consumers and the
main drivers behind menu and promotion
innovation. Fara Warner, The Power of the Purse
137
The left hand rocks the cradle, The right hand
rules the world. DeBeers (created new 4B
segment in 5 years)In those two simple
sentences I saw a view of women I had not seen
before in advertising. Here was a company that
had the guts to talk openly about what women were
still struggling to understand and embrace.
Fara Warner, The Power of the Purse
138
Faith, Lys, Marti, Fara Targeting the New
Professional Woman How to Market and Sell to
Todays 57 Million Working Women. Gerry Myers
139
e-books/40 p.a./PurchaserM?iPod
user?Sci-fi?
140
e-books/40 p.a./PurchaserM? No.iPod user?
No.Sci-fi? No.
141
e-books/40 p.a./PurchaserF? Yes. iPod user?
N.A.Romance Novel? Yes.
142
e-books/40 p.a.The e-book is comingat last.
Romance is the fastest-growing category in the
e-bok market. With e-books, women
rule.Source/s The Sunday Telegraph/ Romance
Writers of America
143
EXCELLENCE. OPPORTUNITY.
144
10.6
145
EXCELLENCE. OPPORTUNITY.
146
Add It Up!Doing it right
(Men buy things that other men will buy for
women. I buy things that women want.successful
jeweler/F)Greater workforce/global participation
rate (bigger contributor to GDP growth than
technology, China, India)Higher wages (more
seniority, promotionseven if not to
CEO)Women-owned businesses (answer to the Glass
Ceiling)
147
EXCELLENCE. OPPORTUNITY.
148
2000-2010 Stats18-44 -155 21(55-64
47 )
149
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
150
The New Customer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for
thousands of companies. David Wolfe Robert
Snyder, Ageless Marketing
151
Stupid Fring Idiot-Marketers!Critics
describe evening news in unflattering terms
Theyre old! Theyre set in their ways! They
wont buy iPods!Source Advertising Age,
05.08.06
152
EXCELLENCE. OPPORTUNITY.
153
Women.Women business owners.Boomers-Geezers.S
ingle-adults (Urban)
154
Fastest growing demographic Single-person
Households (gt50 in London, Stockholm,
etc)Source Richard Scase
155
EXCELLENCE. OPPORTUNITY.
156
Women.Women business owners.Boomers-Geezers.S
ingle-adults (Urban)
157
EXCELLENCE. VALUE ADDED.
158
55B
159
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
160
MasterCard Advisors
161
I. LAN Installation Co. (3)II. Geek
Squad. (30.)III. Acquired by BestBuy.IV.
Flagship of BestBuy Wholesale Solutions
Strategy Makeover.
162
EXCELLENCE.NECESSITY.OPPORTUNITY.
163
Disintermediation is overrated. Those who
fear disintermediation should in fact be afraid
of irrelevancedisintermediation is just another
way of saying that youve become irrelevant to
your customers. John Battelle/Point/Advertisin
g Age/07.05
164
ChicagoHRMAC
165
support function / cost center/ overhead
or
166
Are you Rock Stars of the Age of Talent
167
EXCELLENCE. NO OPTION.
168
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
169
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
170
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
171
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (E very
Practice Group If you cant explain your
position in eight words or less, you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 5. Playful Clients (Adventurous
folks who unfailingly Aim to Change the
World)6. Small Uneconomic Clients with Big
Aims 7. Life Is Too Short to Work with Jerks
(Fire lousy clients)8. OBSESSED WITH LEGACY
(Practice Group and Individual Dent the
UniverseSteve Jobs)9. Fire-on-the-spot Anyone
Who Says, Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a
commodity 10. Consistent with 9 above DO
NOT SHY AWAY FROM THE WORD (IDEA)
RADICAL
172
Point of View!
173
The PSF35 The People The
Leadership18. TALENT FANATICS (Best-Coolest
place to work) (PERIOD)19. EYE FOR THE PECULIAR
(Hiring Go beyond same old, same old)
20. Early Opportunities (vs. Wait your turn)
21. Up or Out (Based on Legacy/Mentoring as
much as Billings/Rainmaking)22. Slide
the Old Aside/Make Room for Youth (Find oldsters
new roles?)23. TALENT IS OBSESSED WITH
RENEWAL FROM DAY 1 TO DAY R R
Retirement24. Office/Practice Leaders Evaluated
Primarily on Mentoring-Team Building
Skills 25. A PROPRIETARY TALENT DEVELOPMENT
PROCESS (GE) 26. Team Leadership Skills Valued
Early27. Partner with B.I.W. Best In World
Outsiders as Needed and to Infuse Different
Views
174
The PSF35 The Firm The
Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My
life is my messageGandhi) 29. Excellence
in EXECUTION 100.00 of the Time (No such
thing as a small sins/World Series Ring to
the Batboy!) 30. Drop everything/Swarm to
Support a Harried-On The Verge Team31.
SPEND AS AGGRESSIVELY ON RD AS A TECH FIRM OR
CIRQUE DU SOLEIL 32. A PROPRIETARY
METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old
EDS)33. Web (Technology) Obsession 34.
BRAND/LOVEMARK MANIACS (Organize Around a
Point of View Worth BROADCASTING You must
be the change you wish to see in the
worldGandhi) 35. PASSION! ENTHUSIASM! (Passion
Enthusiasm have as much a place at the
Head Table in a PSF as in a widgets
factory You cant behave in a calm, rational
manner. Youve got to be out there on the
lunatic fringeJack Welch)
175
The PSF35 The Firm The
Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My
life is my messageGandhi) 29. Excellence
in EXECUTION 100.00 of the Time30. Drop
everything/Swarm to Support a Harried-On
The Verge Team31. SPEND ON RD LIKE A TECH
FIRM. 32. A PROPRIETARY METHODOLOGY (FBR,
McKinsey, Chiat Day, IDEO, old EDS) 33.
BRAND MANIACS (Organize Around a Point of View
Worth BROADCASTING) 34. PASSION!
ENTHUSIASM! 35. EXCELLENCE. ALWAYS.
176
EXCELLENCE. ATTITUDE.TRANSFORMATION.
177
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain
Executive Customer Experience Director (via
drivers)
178
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
179
(No Transcript)
180
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
181
PSF Transformation Credit
Department/TrekWas
IsCredit Dept
Financial
ServicesHammer on dealers until
Make dealers successful so theythey pay
CAN payAR
sold to 3rd party Trek is
the commercial financialcommercial co.
Company23 employees
12 employeesOversee
peak AR of 70M Oversee peak AR of
160MIdentify risky dealers
Identify opportunitiesCost Center
Profit CenterNo
products
Products Consulting, MC/Visa,
Stored
value of gift cards, Gift card

peripherals, Online paymentsSource John
Burke/0330.06
182
EXCELLENCE. UP THE LADDER.
183
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
184
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
185
The Value-added Ladder/Opportunity-seeking
Gamechanging SolutionsServicesGoods Raw
Materials
186
Are you the Principal Engine of Value
AddedEg Your RD budget as robust as the New
Products team?
187
Bonus What Ive Learned about Small Business
by tom peters
188
Passion for PRODUCT.OBSESSION With Product.LOVE
The Product.Aim To Be ONLY ONES WHO DO WHAT WE
DO.Keep ADDIN Stuff.Invest UNWISELY in
RD.Reside Permanently In The DISCOMFORT
Zone.Unhealthy PARANOIA Is A Good Thing.Add
Clients That PUSH-PULL.SELL. SELL. SELL.
SELL.Go For Broke CUSTOMER CONTACT
PEOPLE.PERFECTION Customer Contact People.Hire
for ATTITUDE.RESPONSE To Problems.Work The
LITTLE PEOPLE In Client Orgs. GREAT CFO/Biz
Guy-Gal NASTY CFO/Biz Guy-Gal
189
BLOG As If Your Life Depended On It.GREAT
LogoDESIGN! OVERDO Marketing Materials.Media
FRIENDLY.Live-To-SCHMOOZEBe RELENTLESSCut And
RUNProduct Includes-Features The
PACKAGING.Define Your DRAMATIC IFFERENCE
(R.P.O.V.8)Best STORY Wins.DRESS For
Success.First Goal AMUSE Yourself.KNOW
Yourself.DONT Do Stuff You Hate. Over-invest
In RELATIONSHIPS. SYSTEMATICALLY Manage
Relationships.
190
Make Em PAY.CLOSE The Sale.MBWA Stay In
Touch.5K For 5M.EXCELLENCE Is Very
Cool.Invest BIGTIME In PR.MICRO-MANAGE Your
Reputation.Wear Your Integrity On Your
SLEEVE.KEEP Your Promises.EXECUTION!!!!!!!!!!!!!
!!!!!!!!!!!!!!!!!!!!!!!!A Man Without A Smiling
Face MUST NOT Open His Shop. Work HARD, Not
Smart.Insanely Great. THE STANDARD.
191
Study moreRenew moreTailor moreOffer
moreListen moreMarket morePractice
moreChallenge moreSocialize moreSmile
moreFollow-up morePlan execution moreCost
control more
192
EXCELLENCE. EXPERIENCE IT.
193
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
194
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 thats not work or home. Its the
place our customers come for refuge.Nancy
Orsolini, District Manager
195
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
196
The Value-added Ladder/Memorable
ConnectionSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
197
Warren Goes Shopping
198
Q Why did you buy Jordans Furniture?A
Jordans is spectacular. Its all
showmanship.Source Warren Buffet
interview/Boston Sunday Globe/12.05.2004
199
CXOChief eXperience Officer
200
Extraction Goods Male dominanceServices
Experiences Female dominance
201
EXCELLENCE. DREAM IT.
202
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
203
The Value-added Ladder/EmotionDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
204
CDMChief Dream Merchant
205
EXCELLENCE. LOVE IT.
206
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
207
Kevin Roberts Lovemarks!
208
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
209
CL OChief Lovemark Officer
210
EXCELLENCE. THE STORY.
211
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
212
Market Power Story Power
213
Exercise Take a complex financial-market-strategi
c analysis you are preparing to presentand
convert it into a high-impact, mountain-moving
number-less story.Shells (et al.) scenario
planning
214
CSTOChief Storytelling Officer
215
EXCELLENCE. BEDROCK.
216
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
intend to be? Not What are we going to do? but
Who do we intend to be? Max De Pree,
Herman Miller
217
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 youve
just said. What would it be? Do you feel you
have an obligation to Make the world a better
place?
218
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
219
EXCELLENCE. PASSION.
220
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
221
Most important, he upped the energy level at
Motorola. Fortune on Ed Zander/08.05
222
EXCELLENCE. BEDROCK.
223
Brand Talent.
224
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
225
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
226
The role of the Director is to create a space
where the actor or actress can become more than
theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance
227
A Few Lessons from the ArtsEach hired and
developed and evaluated in unique ways (23
contributors 23 unique contributions 23
pathways 23 personalities 23 sets of
motivators)Attitude/Enthusiasm/Energy
paramountRe-lent-less!Practice is cool (G
Leonard/Mastery)Team and individual Aspire to
EXCELLENCE ObviousEx-e-cu-tionTalent Brand
DuhThe Project rulesEmotional languageBit
players. No.B.I.W. (everything)Delta events
Delta rosters (incl leader/s)
228
My only goal is to have no goals. The goal,
every time, is that film, that very moment.
Bernardo Bertolucci
229
We are a life Success Companyfounder,
RE/MAX
230
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
231
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
232
DD21M
233
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance ie its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
234
A Few Lessons from the ArtsEach hired and
developed and evaluated in unique ways (23
contributors 23 unique contributions 23
pathways 23 personalities 23 sets of
motivators)Attitude/Enthusiasm/Energy
paramountRe-lent-less!Practice is cool (G
Leonard/Mastery)Team and individual Aspire to
EXCELLENCE ObviousEx-e-cu-tionTalent Brand
DuhThe Project rulesEmotional languageBit
players. No.B.I.W. (everything)Delta events
Delta rosters (incl leader/s)
235
EXCELLENCE. BEDROCK.
236
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify ach persons weaker
areas and eradicate them. The great manager
believes the opposite. He believes that the most
influential qualities of a person are innate and
therefore that the essence of management is to
deploy these innate qualities as effectively as
possible and so drive performance. Marcus
Buckingham, The One Thing You Need to Know
237
The one thing you need to know about sustained
individual success Discover what you dont like
doing and stop doing it. Marcus Buckingham, The
One Thing You Need to Know
238
EXCELLENCE. WOMEN.RULE.
239
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
240
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
241
EXCELLENCE. INDIVIDUAL.BRAND YOU.
242
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
243
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
244
Tell me, what is it you plan to do with your one
wild and precious life? Mary Oliver
245
The key question isnt What fosters
creativity? But it is why in Gods name isnt
everyone creative? Where was the human potential
lost? How was it crippled? I think therefore a
good question might be not why do people create?
But why do people not create or innovate? We have
got to abandon that sense of amazement in the
face of creativity, as if it were a miracle if
anybody created anything. Abe Maslow
246
Well-behaved women rarely make history.Anita
Borg, Institute for Women and Technology
247
EXCELLENCE. BEDROCK.
248
X.Step 1Buy a Mirror!
249
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
250
You must be the change you wish to see in the
world.Gandhi
251
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
252
excellence motivational stuff
253
Do one thing every day that scares you.
Eleanor Roosevelt
254
"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.
255
EXCELLENCE. REVENUE.MATTERS.MOST.
256
. Everyone lives by selling something.
Robert Louis Stevenson
257
SellSellSell
258
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 days
events? Who is better at keeping in touch with
others?Source Selling Is a Womans Game 15
Powerful Reasons Why Women Can Outsell Men, Nicki
Joy Susan Kane-Benson
259
CROChief Revenue Officer
260
TP.27 on Selling(Short) (Personal)
261
Out-prepare!! (huge time commitment!)Learn the
culturePractice!Care-EmpathyListen-Empathetic
listening (SC)Listen-Body languageK.I.S.S.
(1-page summary. 1 1.)Enthusiasm-ENERGY-Authen
ticity!!OBVIOUS belief in productSelling
Solution-Success-Experience-Dream come
true-Love-Dramatic DifferenceSelling Better
STORY! (Best story wins)Selling Yourself!
(Brand you)Obvious Wow!No exaggeration!Spell
out commitments!SIMPLE timelineSell
inside-First! Thorough!Relationships-Way
down!!Time!!!! (Eg, build trust)Ooze
integrityIntroduce to rest of team, esp
mechanicsSBWA (5K for 5M)Remember
Close!Gotta-make-a-profit (be ready to walk
away!)Good lossDont dis competitors!!Make
her-him-target SUCCESSFUL (in a personal way)
262
Its always showtime. David DAlessandro,
Career Warfare
263
EXCELLENCE. LEADING.
264
Leadership23
265

Leadership231. Enthusiasm. Energy.
Exuberance.2. Action. Execution.3. Tempo.
Metabolism.4. Relentless.5. Master of Plan
B.6. Accountability.7. Meritocracy.8. Leaders
do people. Mentor. (Success creation
business.)9. Women. Diversity.10. Integrity.
Credibility. Humanity. Grace.11. Realism.12.
Cause. Adventures. Quests.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 gt Better. (Only ones who do what we
do.)18. MBWA. Customer MBWA.19. Laughs.20.
Repot. Curiosity. Why?21. You Calendar. To
Dont. Two.22. Excellence. Always. 23.
Nelsonian! (Other admirals more afraid of
losing than anxious to win.)
266
EXCELLENCE. STRETCH.
267
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
268
Kevin Roberts Credo1.
Ready. Fire! Aim.2. If it aint 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!
269
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
270
EXCELLENCE. OFFENSE.
271
Nelsons secret Other admirals more
frightened of losing than anxious to win
272
EXCELLENCE. TRANSCENDENCE.THRILLS.
273
Radically Thrilling Language! Radically
Thrilling. BMW Z4 (ad)
274
CTOChief Thrills Officer
275
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
276
CTOChief Transcendence Officer
277
EXCELLENCE. WOW. NOW.
278
Its always showtime. David DAlessandro,
Career Warfare
279
CWOChief WOW Officer
280
C!OChief ! Officer
281
EXCELLE ALWAYS.
282
Bonus
283
Excellence The Irreducible209/Sales122/60TIBs
284
The Irreducible209
285
A frustrated participant at a seminar for
investment bankers in Mauritius listened
impatiently to my explanation of differences of
opinion among me, Mike Porter, Gary Hamel, Jim
Collins, etc. Finally, hed had enough. What, if
anything, he asked, do you believe for sure?
I mumbled something, but his query started
rumbling around in my mind. Three days later,
wandering on a Sunday in London, the idea of the
irreducibles occurred to meand I started
jotting down notes on stuff I do indeed believe
for sure. Before I knew it, a few days later,
the list had grown to 209 items. Hence The
Irreducible209 that follows.Tom Peters
286
1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo.
(O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator
1.) (Cant be faked. Good.) 5. Decency. 6.
Hurry. 7. Time out. 8. One matters. 9. Big
change. Short time. (Alt not work.) 10.
Excellence. Always. 11. Passion. Energy. Hustle.
Enthusiasm. Exuberance. (Move mountains. No
alt.) 12. You must care. 13. Emotion. 14. Hard is
soft. (Soft is hard.)
287
15. Men. Women. Different. Contend. Connect. 16.
Women. Buy. All. (RU listening?) 17. Quality.
(Mind-blowing. Beyond 6-Sigma.) 18. Re-invent.
Re-pot. (Required.) 19. Jaywalk. 20. Big change.
Small of people. (Always.) 21. Experiment.
Now. 22. Failure. Normal. 23. Most failures,
most success. (Fail. Forward. Fast.) 24.
Reward excellent failures. Punish mediocre
successes. 25. Women leaders. (Altered times.)
26. Extremism. (Good business. Bad
politics.) 27. Innovation source. Only. Extreme
irritation. 28. Smile.
288
29. You must care. 30. Mentor. (Highest ROI.) 31.
Best roster wins. 32. Wow. (Okay in biz.) 33.
We all have customers. (Biz. Personal.) 34. All
contacts Experiences. 35. Cirque du Soleil.
(Peerless.) 36. Leaders create space for
growth. 37. Quests. (Only.) 38. High aspirations,
high results. (Self-fulfilling
prophecy.) 39. Attitude 1, Skills 0. (Mostly.)
(Attitude 1, Skill 0.3?) 40. Sometimes Skill
1, Attitude 0.1. 41. Must love, not like. 42.
Wegmans. (No excuses. Mere groceries.) 43.
Less than your best. Cheating.
289
44. Brand You. (No alt.) 45. Self-sufficiency.
(Biggest LT turn-on.) 46. In the moment. 47. The
moment wins. 48. Tomorrow Never. 49. Action 1,
Plan 0.1. 50. Execution can be a system. 51.
Realism. 52. Own up. Move on. 53.
Accountability. 54. Work hard gt Work smart.
(Mostly.) 55. Feedback. Necessary. Fast. (R.F.A.
in RFA times.) 56. Customers. Listen.
Lead. (Paradox.) 57. On stage. Always. (GW,
FDR, RG Supreme actors.)
290
58. Master statistical analysis. 59. Excellence
Set the table. 60. Legacy. (Will it have
mattered?) 61. Great. (Why not?) 62. Radicals
rule. (Think Olympics.) 63. !!! Good. 64. Red
1, Brown 0. (Red times.) 65. Talk. Listen. (Big
2. Master.) 66. Politics. (Normal-inevitable
state of affairs. Master.) 67. Student.
Forever. 68. Why? (Question 1.) 69. Dont
belittle. 70. Respect. 71. All we have this
moment. (Moments matter most?) 72. Now.
(Procrastination. Death.)
291
73. Exercise. 74. Paint. (Leader. Portraits of
Excellence.) 75. Best story wins. 76. You must
be the change you wish to see in the
world. 77. Two big ones. Max.
(Priorities.) 78. No I in Team. (I in
Win.) 79. I in Win. (No I in Team.) 80.
Different 1, Better 0. (Better 0.1) 81.
Imitation Mistake. (Learn, from who?) 82.
Choose/battle the right competitor. 83.
Schools. Creativity. Entrepreneurship.
(Not.) 84. MBAs. Creativity. Entrepreneurship.
Leadership. (Not.) 85. Design. Under-rated.
Wildly. (Still.) (Everything.)
292
86. You Calendar. (Calendar. Never. Lies.) 87.
Laugh. 88. Handshake. (Quantity. Quality.) 89.
Dont fold your hands in front of your chest.
Ever. (Never.) 90. Grace. (Works in biz.) 91.
Weird. Wins. (Weird times.) 92. Crazy times.
Crazy orgs. 93.