LONG Tom Peters

1
LONGTom Peters X25EXCELLENCE.
ALWAYS.Talent.Utrecht/23 March 2007In
Search of Excellence 1982-2007
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Slides at tompeters.com
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People Power The Talent50
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1. People First!
5
Omnicom very simply is about talent. Its about
the acquisition of talent, providing the
atmosphere so talent is attracted to it. John
Wren
6
Leaders do people. Period. Anon.
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Whoops Jack didnt have a vision!GE
Talent Machine (Ed Michaels)
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lt CAPEXgt People!
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Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
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Leaders SERVE people. Period. Anon.
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Servant Leadership/Robert Greenleaf 1. Do
those served grow as persons? 2. Do they,
while being served, become healthier wiser,
freer, more autonomous, more likely themselves to
become servants?
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2. Soft Is Hard.
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Hard is soft.Soft is hard.
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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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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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Enterprise (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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3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/ Creativity/
Intellectual-capital Added.
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Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators and
empathizers)Source Dan Pink, A Whole New Mind
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Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
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The Creative Age is a wide open game.
Richard Florida, The Rise of the Creative Class
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THE FUTURE BELONGS TO SMALL POPULATIONS
WHO BUILD EMPIRES OF THE MIND AND WHO IGNORE
THE TEMPTATION OFOR DO NOT HAVE THE OPTION
OFEXPLOITING NATURAL RESOURCES.Source Juan
Enriquez/As the Future Catches You
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4. Talent Excellence in
Every Part of Every Organization.
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Wegmans 1/100 Best Companies to Work
for/2005
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5. Talent Excellence
Stretches Far Beyond Our Borders.
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We become who we hang out with 1
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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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WhackyWikiWorldWow
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The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
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Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
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WikinomicsWikiWorldWeapons of Mass
collaborationCrowdSourcingsmart
mobsLinuxHuman genome projectInnoCentiveYouTub
eSecond LifeWikipediaMyspace
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A New C-Level?C Ww OChief WikiWorld
Officer
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6. P.O.T./ Pursuit Of
Talent OBSESSION.
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The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
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PARCs Bob Taylor Connoisseur of Talent
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Les Wexner From sweaters to people!
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7. Talent Masters Understand Talents Intangibles.
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Q If it were your 75K lifes
savings and my 75K, what sort of Waiters
would we look for?A Enthusiasts!
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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)
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Visibly energetic /Passionate/Enthusiastic
about everything.Engaging/Inspires others.
(Inspires the interviewer!)Loves messes
pressure. Impatient/ Action fanatic.A
finisher.Exhibits Fat WOW Project Portfolio.
(Loves to talk about her work.)Smart.Curious/
Eclectic interests/A little (or more)
weird.Well-developed sense of humor/ Fun to be
around. No. 1 re bosses Exceptional
talent selection development record.
(Former co-workers Did you visibly grow while
working with X? /How has the
department/team grown on a world-class
scale during Xs tenure?)
41
A man without a smiling face must not open a
shop. Chinese Proverb
42
8. HR Is Cool.
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ChicagoHRMAC
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support function / cost center /
bureaucratic dragor
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Are you Rock Stars of the Age of Talent?
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9. HR Sits at The Head
Table.
47
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 i.e., 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.
48
HR doesnt tend to hire a lot of independent
thinkers or people who stand up as moral
compasses. Garold Markle, Shell Offshore HR
Exec (FC/08.05)
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10. Re-name HR.
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Talent Department
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H.R. to H.E.D. ???Human
Enablement Department
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People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
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11. There Is an HR
Strategy/ HR Vision
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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
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Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
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EVP/IBP Remarkable challenge, rapid
professional growth, respect, satisfaction, fun,
stunning opportunity, exceptional reward, amazing
peer group, full membership in Club Adventure,
maximized future employabilitySource Ed
Michaels, The War for Talent TP
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12. Acquire for Talent!
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Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
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13. There Is a FORMAL
Recruitment Strategy.
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Busy Executives Fail To Give Recruiting
Attention It Deserves Headline, WSJ,
1121.05
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CtaOChief talent acquisition Officer
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14. There Is a FORMAL
Leadership Development Strategy.
63
DD 0 to 60mph in a flash (months)
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Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
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Crotonville!
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15. There Is a FORMAL
STRATEGIC HR Review Process.
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In most companies, the Talent Review Process is
a farce. At GE, Jack Welch and his two top HR
people visit each division for a day. They review
the top 20 to 50 people by name. They talk about
Talent Pool strengthening issues. The Talent
Review Process is a contact sport at GE it has
the intensity and the importance of the budget
process at most companies. Ed Michaels
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16. People/ Talent
Reviews Are the FIRST Reviews.
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17. HR Strategy
BUSINESS Strategy.
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Cirque du Soleil!
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Wegmans 1/100 Best Companies to Work for84
Grocery stores are all alike46 additional
spend if customers have an emotional connection
to a grocery store rather than are satisfied
(Gallup)Going to Wegmans is not just shopping,
its an event. Christopher Hoyt, grocery
consultantYou cannot separate their strategy
as a retailer from their strategy as an
employer. Darrell Rigby, Bain Co.
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18. Make it a Cause
Worth Signing Up For.
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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
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19. Unleash Their Full
Potential!
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• Firms will not manage the careers of their
  employees. They will provide opportunities to
  enable the employee to develop identity and
  adaptability and thus be in charge of his or her
  own career. Tim Hall et al., The New Protean
  Career Contract

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No matter what the situation, the great
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
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We are a Life Success Company.Dave Liniger,
founder, RE/MAX
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20. Set Sky High Standards.
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The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
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21. Enlist Everyone in
Challenge Century21.
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One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented
creativity, advancement of knowledge, and
economic development. But at the same time, it
will tend to undermine safety net systems and
penalize the unskilled. Clyde Prestowitz, Three
Billion New Capitalists
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If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
83
Distinct or Extinct
84
22. Pursue the Best!
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From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
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23. Up or Out.
87
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years.
Ed Michaels, War for Talent
88
24. Ensure that the
Review Process Has INTEGRITY.
89
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.GK
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25. Pay Up!
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Costco 17/hour (42 above Sams) very good
health plan low t/o, low shrinkageLow margins
(When I started, Sears, Roebuck was the Costco
of the country, but they allowed someone to come
in under themJim Sinegal)Source How Costco
Became the Anti-WalMart/NYT/07.17.05
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Top performing companies are two to four times
more likely than the rest to pay what it takes
to prevent losing top performers. Ed Michaels,
War for Talent
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26. Training I Train!
Train! Train!
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26.3
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Divas do it. Violinists do it. Sprinters do it.
Golfers do it. Pilots do it. Soldiers do it.
Surgeons do it. Cops do it. Astronauts do it. Why
dont businesspeople do it?
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Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line.Peter Drucker, Business 2.0
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27. Training II 100
Business People.
98
New Work
SurvivalKit.2007 1. MASTERY! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/UNIQUE SELLING PROPOSITION 4. Rolodex
Obsession (From vertical/hierarchy/suck up
loyalty to horizontal/colleague/mate
loyalty)5. ENTREPRENEURIAL INSTINCT (A sleepless
Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSO
N/CLOSER (CEO, Me Inc. 24/7!)7. Master of
Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)8.
Sense of Humor (A willingness to Screw Up Move
On) 9. Comfortable with Your Skin (Bring
interesting you to work!)10. Intense Appetite
for Technology (E.g. How Cool-Active is your
Web site? Do you Blog?)11. EMBRACE MARKETING
(Your own CSO/Chief Storytelling Officer)12.
PASSION FOR RENEWAL (Your own CLO/Chief Learning
Officer) 13. EXECUTION EXCELLENCE! (Show up on
time! Leave last!)
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28. Training III 100
LEADERS.
100
I start with the premise that the function of
leadership is to produce more leaders, not more
followers. Ralph Nader
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29. Training IV Boss as
Trainer-in-Chief.
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Workout 24 DPY in the Classroom
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30. Training V The REAL
Bedrock of the Talent Thing.
104
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 childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that
he had refused to color within the lines, which
was a state requirement for demonstrating
grade-level motor skills. Jordan Ayan, AHA!
105
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on.Richard Farson Ralph Keyes, Whoever
Makes the Most Mistakes Wins
106
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer
2002/Research by Thomas Lockwood
107
31. Wide-open
Communication NO BARRIERS.
108
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 René
Tissen, Zero Space Moving Beyond Organizational
Limits
109
32. RESPECT!
110

• It was much later that I realized Dads 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

111
What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
112
Empowerment TrustSource Barry Gibbons
113
Ph.D. in leadership. Short course Make a short
list of all things done to you that you abhorred.
Dont do them to others. Ever. Make another list
of things done to you that you loved. Do them to
others. Always. Dee Hock
114
33. Embrace the Whole
Individual.
115
34. Build Places of
Grace.
116
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ...
benevolence benefaction compassion beauty
117
The Managers Book of Decencies How Small
gestures Build Great Companies Steve Harrison,
Adecco Servant Leadership Robert
Greenleaf One The Art and Practice of Conscious
Leadership Lance Secretan, founder of Manpower,
Inc.
118
Be kind, for everyone you meet is fighting a
great battle. Philo of Alexandria
119
35. MBWA Visible
Leadership!Managing By Wandering Around
120
25
121
MBWA5,000 miles for a 5-minute face-to-face
meeting (courtesy super-agent Mark McCormick)
122
36. Thank You!
123
The deepest human need is the need to be
appreciated.William James
124
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
125
Dont belittle! OD Consultant
126
37. Promote for people
skills. (THE REST IS DETAILS.)
127
When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution. Does she talk about the thrill of
getting things done, the obstacles overcome, the
role her people played or does she keep
wandering back to strategy or philosophy?
Larry Bossidy, Honeywell/AlliedSignal, in
Execution
128
38. Honor Youth.
129
Why focus on these late teens and
twenty-somethings? Because they are the first
young who are both in a position to change the
world, and are actually doing so. For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. The
Internet has triggered the first industrial
revolution in history to be led by the
young.The Economist
130
39. Provide Early
Leadership Assignments.
131
The WOW! Project
132
40. Create a FORMAL System
of Mentoring.
133
W. L. GoreQuad/Graphics
134
41. Diversity!
135
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
136
We want our associate population to mirror our
customer population at every level, from the
executive suite all the way to the retail floor.
Larry Johnston, CEO, Albertsons
137
CM Prof Richard Florida on Creative Capital
You cannot get a technologically innovative
place unless its open to weirdness,
eccentricity and difference.Source New York
Times/06.01.2002
138
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
139
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
140
42. WOMEN RULE.
141
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
142
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Judy B. Rosener, Americas
Competitive Secret
143
The Core Argument1. We are in a
War for Talent.2. The war will intensify.3.
Women are under-represented in our
leadership ranks.4. Women and men are
different.5. Womens strengths match the New
Economys leadership needsto a striking
degree.6. Women are also the principal
purchasers of goods and servicesretail and
commercial.7. Ergo, women are a large part of
the answer to the War for Talent
issue/opportunity.
144
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
145
43. Hire ( Protect!)
Weird!
146
Are there enough weird people in the lab these
days? V. Chmn., pharmaceutical house, to a lab
director
147
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
148
Normal o for 800
149
44. We Are All Unique.

150
Beware Standardized Evals One size NEVER fits
all. One size fits one. Period.
151
53 Players 53 Projects 53 different success
measures.
152
45. Capitalize on
Strengths.
153
The key difference between checkers and chess
is that in checkers the pieces all move the same
way, whereas in chess all the pieces move
differently. Discover what is unique about each
person and capitalize on it. Marcus
Buckingham, The One Thing You Need to Know
154
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
155
46. Bosses Win People
Over.
156
PJ Coaching is winning players over.
157
47. GOAL Voyages of
Mutual Discovery.
158
Quests!
159
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.
160
Leaderships Mt Everest!free to do his or her
absolute best allow its members to discover
their greatness.
161
The organization would ultimately win not
because it gave agents more money, but because it
gave them a chance for better lives.
Everybody Wins, Phil Harkins Keith Hollihan
162
CQOChief quest-meister
163
48. Foster
Independence.
164
You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines
your future options. Take a job for what it
teaches you, not for what it pays. Instead of a
potential employer asking, Where do you see
yourself in 5 years? youll ask, If I invest my
mental assets with you for 5 years, how much will
they appreciate? How much will my portfolio of
career options grow? Source Stan Davis
Christopher Meyer, futureWEALTH
165
49. En-thus-i-asm!
166
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
167
?
168
50. Talent Brand.
169
The Top 5 RevelationsBetter talent
wins.Talent management is my job as
leader.Talented leaders are looking for the
moon and stars.Over-deliver on peoples dreams
they are volunteers.Pump talent in at all
levels, from all conceivable sources, all the
time.Source Ed Michaels et al., The War for
Talent
170
The Talent501. People
first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE
We are in an Age of Talent/ Creativity/
Intellectual-capital Added.4. Talent
excellence in every part of the
organization.5. P.O.T./Pursuit Of Talent
Obsession.6. HR sits at The Head Table.7. HR is
cool.
171
BRAND TALENT.
172
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
173
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
174
EXCELLENCE. BEDROCK.LEADERSHIP.9Ps.
175
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
176
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
177
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
178
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
179
25
180
Leaders do people. Period. Anon.
181
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
182
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
183
You must be the change you wish to see in the
world.Gandhi
184
We make our own traps. We construct our own
cage. We build our own roadblocks. Source
Douglas Kennedy, State of the Union
185
Do one thing every day that scares you.
Eleanor Roosevelt
186
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
187
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
188
PURPOSE.PASSION.Potential.Presence.Personal.P
ERSISTENCE.PEOPLE. Potent.Positive.
189
Excellence can be obtained if you ... care
more than others think is wise ... risk more
than others think is safe ... dream more than
others think is practical ... expect
more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
190
"Life is not a journey to the grave with the
intention of arriving safely in one pretty and
well preserved piece, but to skid across the line
broadside, thoroughly used up, worn out, leaking
oil, shouting GERONIMO! Bill McKenna,
professional motorcycle racer (Cycle magazine
02.1982)
191
Ger-on-i-mo!
192
Re-imaginePeople Power The Talent50
193
The Talent501. People first!2.
Soft is Hard. 3. FUNDAMENTAL PREMISE We are in
an Age of Talent/ Creativity/Intellectual-
capital Added.4. Talent excellence in every
part of the organization.5. P.O.T./Pursuit
Of Talent Obsession.6. HR sits at The Head
Table.7. HR is cool.
194
The Talent508. Re-name
HR. (Talent Department, Center of Talent
Excellence)9. Theres an HR Strategy10. There
is a FORMAL Recruitment Strategy.11. There is a
FORMAL Leadership Development
Strategy.12. There is a world class
Leadership Development Center.13. There is
a FORMAL-STRATEGIC HR Review Process.14.
The Top100, and every units Top10, are
consciously managed.
195
The Talent50 15.
People/Talent Reviews are the FIRST
reviews.16. HR Strategy Business Strategy.17.
Make it a Cause Worth Signing Up For.. 18. Set
Sky High Standards.19. Enlist everyone in
Challenge Century21.20. Pursue the Best!21. Up
or Out.22. Ensure that the Review Process has
INTEGRITY.23. Pay!
196
The Talent5024. Training I
Train! Train! Train!25. TII 100 business
people.26. TIII 100 Leaders.27. TIV Boss as
Trainer-in-Chief.28. Open Communication I NO
BARRIERS.29. Open Communication II Share
Information. (ALL!)30. Respect!31.
INTEGRITY!32. Treat the Whole Individual.
197
The Talent5033. Places of
grace.34. MBWA The Rudy Rule.35. Thank
You!36. Promote for people skills. (ALL
ELSE IS SECONDARY.)37. Honor youth.38. Early
leadership assignments.39. Fast Tracking is the
norm.40. Create a System of Mentoring.
198
The Talent5041.
Diversity!42. Diversity starts on the Board of
Directors.43. WOMEN RULE.44. Weird
Wins.45. We are all unique. 46. Bosses win
people over.47. GOAL Adventures of Mutual
Discovery.48. Foster Independence.49.
Enthusiasm!
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50. Talent Brand.