Tom Peters is the author of the business management bible, “In Search of Excellence,” as well as more than a dozen additional international bestsellers – the most recent of which is “The Little BIG Things: 163 Ways to Pursue Excellence.” As the most brazen and engaging management guru of our time, he’s best known for cutting through the clutter of tired, fluffy business mantras and providing daring, unconventional insights into how to run your business.
This document contains a collection of quotes and passages on various topics related to excellence, leadership, strategy, culture, and talent development. Some key points discussed include the importance of focusing on people over strategy, serving employees as customers, the critical role of front-line managers, and hiring for potential over experience. The document advocates for an obsession with developing talent at all levels as a core competence.
Tom Peters at Great Lakes Broadcasting Conferencebizgurus
This document discusses excellence in business and leadership. It provides advice on building successful companies, including decentralizing operations, focusing on execution, and emphasizing accountability. It also emphasizes the importance of embracing change, innovation, and diversity. Additionally, it notes the growing economic power of women consumers and highlights strategies for appealing to women, baby boomers, and other groups.
This long document discusses the concept of excellence through numerous quotes and examples. It emphasizes that excellence requires enthusiasm, energy, empathy, execution, and constantly striving to improve. It highlights businesses and individuals who achieved success through innovative approaches, adapting to change, and a relentless focus on customers, people and execution. Key individuals mentioned include Muhammad Yunus and his work providing microloans to the poor.
Tom Peters at Quinnipiac Leadership Forum, Hamden, CTbizgurus
The document provides a summary of Tom Peters' presentation on excellence and innovation. It discusses the need for diversity, experimentation, and embracing change. It emphasizes pursuing passion and purpose to drive excellence and continuous improvement.
Tom Peters at Future of Talent Conference, Utrechtbizgurus
This document discusses the importance of talent and excellence in organizations. Some key points:
1. People and talent should be the top priority for leaders. Treating employees well and helping them grow is critical for success.
2. To thrive in today's economy, companies must focus on creativity, intellectual capital, and maximizing human potential. Finding and developing top talent should be an obsession.
3. HR should be a strategic partner, not just an administrative department. It must help acquire, develop and retain the best talent to execute the business strategy.
Tom Peters at Quinnipiac & Miller Agency (Long)bizgurus
This document contains a summary of notes from a presentation on excellence and building successful organizations. It discusses several key principles:
1. Thriving in change by being responsive and innovative. Decentralizing operations and empowering autonomy and entrepreneurship.
2. Focusing on continuous improvement, execution, accountability and moving up the value chain from goods to experiences to dreams.
3. Challenging the status quo and embracing diversity, risk-taking, and learning from failures. Small companies can outperform giants by being dramatically different and building emotional connections.
Tom Peters at International Institute for Research in Lisbonbizgurus
The document is a collection of quotes and passages on various topics related to business excellence and innovation. Some key points:
- Excellence requires being responsive to change, growing revenue, innovating or risking death, decentralizing decision-making, executing strategically, and holding oneself accountable.
- Organizations must take risks, try new things even if they fail, move up the value chain by solving customer problems, and view all roles as value-adding rather than just support functions.
- The future belongs to those who hang out with and benchmark themselves against innovators, have diversity of thought at the top, and focus on outcomes like customer success over just transactions.
Tom Peters The Future of Talent Conference - Longbizgurus
This document discusses developing and retaining talent excellence in organizations. Some key points:
1. Top talent is the most important asset for companies and should be prioritized above capital expenditures. People skills and developing talent are emphasized as most important.
2. HR is positioned as critical to the success of the organization and should sit at the same level as finance and marketing. Developing and retaining top talent is seen as the primary role of HR.
3. A strategic and formal approach to recruitment, leadership development, performance reviews with a focus on talent is advocated. Compensation and training of employees is also emphasized as important for retaining top performers.
This document contains a collection of quotes and passages on various topics related to excellence, leadership, strategy, culture, and talent development. Some key points discussed include the importance of focusing on people over strategy, serving employees as customers, the critical role of front-line managers, and hiring for potential over experience. The document advocates for an obsession with developing talent at all levels as a core competence.
Tom Peters at Great Lakes Broadcasting Conferencebizgurus
This document discusses excellence in business and leadership. It provides advice on building successful companies, including decentralizing operations, focusing on execution, and emphasizing accountability. It also emphasizes the importance of embracing change, innovation, and diversity. Additionally, it notes the growing economic power of women consumers and highlights strategies for appealing to women, baby boomers, and other groups.
This long document discusses the concept of excellence through numerous quotes and examples. It emphasizes that excellence requires enthusiasm, energy, empathy, execution, and constantly striving to improve. It highlights businesses and individuals who achieved success through innovative approaches, adapting to change, and a relentless focus on customers, people and execution. Key individuals mentioned include Muhammad Yunus and his work providing microloans to the poor.
Tom Peters at Quinnipiac Leadership Forum, Hamden, CTbizgurus
The document provides a summary of Tom Peters' presentation on excellence and innovation. It discusses the need for diversity, experimentation, and embracing change. It emphasizes pursuing passion and purpose to drive excellence and continuous improvement.
Tom Peters at Future of Talent Conference, Utrechtbizgurus
This document discusses the importance of talent and excellence in organizations. Some key points:
1. People and talent should be the top priority for leaders. Treating employees well and helping them grow is critical for success.
2. To thrive in today's economy, companies must focus on creativity, intellectual capital, and maximizing human potential. Finding and developing top talent should be an obsession.
3. HR should be a strategic partner, not just an administrative department. It must help acquire, develop and retain the best talent to execute the business strategy.
Tom Peters at Quinnipiac & Miller Agency (Long)bizgurus
This document contains a summary of notes from a presentation on excellence and building successful organizations. It discusses several key principles:
1. Thriving in change by being responsive and innovative. Decentralizing operations and empowering autonomy and entrepreneurship.
2. Focusing on continuous improvement, execution, accountability and moving up the value chain from goods to experiences to dreams.
3. Challenging the status quo and embracing diversity, risk-taking, and learning from failures. Small companies can outperform giants by being dramatically different and building emotional connections.
Tom Peters at International Institute for Research in Lisbonbizgurus
The document is a collection of quotes and passages on various topics related to business excellence and innovation. Some key points:
- Excellence requires being responsive to change, growing revenue, innovating or risking death, decentralizing decision-making, executing strategically, and holding oneself accountable.
- Organizations must take risks, try new things even if they fail, move up the value chain by solving customer problems, and view all roles as value-adding rather than just support functions.
- The future belongs to those who hang out with and benchmark themselves against innovators, have diversity of thought at the top, and focus on outcomes like customer success over just transactions.
Tom Peters The Future of Talent Conference - Longbizgurus
This document discusses developing and retaining talent excellence in organizations. Some key points:
1. Top talent is the most important asset for companies and should be prioritized above capital expenditures. People skills and developing talent are emphasized as most important.
2. HR is positioned as critical to the success of the organization and should sit at the same level as finance and marketing. Developing and retaining top talent is seen as the primary role of HR.
3. A strategic and formal approach to recruitment, leadership development, performance reviews with a focus on talent is advocated. Compensation and training of employees is also emphasized as important for retaining top performers.
This document contains excerpts and quotes on a variety of topics related to business excellence and leadership. It discusses the importance of execution, accountability, decentralization, talent, purpose, passion and enthusiasm in leadership. It also emphasizes seeking out discomfort and diversity of experience, as well as focusing on customers, women, and lifelong learning.
Tom Peters at Property Loss Research Bureau, Orlandobizgurus
The document discusses various topics around excellence, leadership, and innovation. It provides quotes from business leaders emphasizing the importance of having a clear purpose, passion, persistence, serving people, embracing change and failure, and bringing diverse groups together to solve problems. It also discusses moving up the "value-added ladder" from goods to experiences to dreams to create more value for customers.
This document discusses principles of management according to Tom Peters. It discusses how to build a curious corporation by hiring curious people, collecting weirdos, weeding out dullards, supporting generous sabbaticals, and fostering new interaction patterns. It also discusses making prototyping effective by using more prototypes early and representing system interactions, having customers be part of innovation teams, and having a plan-less culture of trying things first and fixing them fast. The document emphasizes that human resources must model innovative behavior 100% of the time and that the organization should have an adhocracy culture without strict linearity assumptions.
Nimble: A Proposal for Startup Speed & Agility in Fortune 100sAmanda Gordon
The document proposes 5 steps for large companies to embrace uncertainty and adapt more quickly to changes like startups: 1) Identify a clear purpose, 2) Empower employees with autonomy, 3) Break down silos and diversify teams, 4) Get customer feedback directly instead of assuming needs, and 5) Ship products early and often for testing. Successful companies like Southwest Airlines, Atlassian, and Dropbox are used as examples of embracing these principles to drive innovation. Communication is highlighted as key to building a culture where employees can focus on learning and improving.
The document provides advice and strategies for small businesses to compete against larger companies like Walmart. It recommends that small businesses focus on a niche, dramatically differentiate themselves through unique design and customer experience, and form emotional bonds with clients and vendors to beat bigger competitors. It also stresses the importance of hands-on leadership, being a community star, excellence, innovation, and relentless marketing.
Is your company culture setup to effectively support your business goals? Assuring the scalability and sustainability to your business strategy is the foundation to a winning plan.
"A Leadership Imperative for Growth: Aligning Brand & Culture to Strategy"
This presentation, by Steve Patti of StevePattiCMO, and Ryan Rieches of BrandingBusiness (formerly RiechesBaird), was delivered at SoCal BMA’s 2nd Annual Regional Conference: The Integrated Leadership Summit, held January 21, 2015, in Long Beach, CA. The event, organized and hosted by Business Marketing Association, Southern California Chapter, was part of the third annual BMA Global B2B Regional Conference Series, and SoCal Chapter’s ‘The Leading Edge' executive signature series. http://www.SoCalBMA.org/Events
The document discusses excellence and moving up the value-added ladder through solving problems, providing experiences, and allowing customers to dream. It emphasizes the importance of design, storytelling, and focusing on customers' needs rather than just selling products or services. The overall message is that businesses should aim to provide memorable experiences and make customers' dreams come true in order to achieve excellence.
Top 15 Takeaways - Mind the Gap Tour Raleigh Stan Phelps
The top 15 takeaways from the Mind the Gap Tour Event in Raleigh, NC. Stan Phelps presented Seeing the Customer Experience Gap, Tim Moore presented
Understanding the Workplace Generational Gap, and Gary Tomlinson presented Closing the Strategy to Execution Gap.
1. The document is a presentation by Tom Peters on excellence that includes quotes and sections on various topics related to business excellence such as talent, innovation, change, and customer experience.
2. It recommends having an "emotional, vital, innovative, joyful" approach to business in order to elicit maximum human potential and serve employees, customers, and communities.
3. It emphasizes the importance of unconventional talent, creativity, energy, and flawless execution in delivering surprising and transforming customer experiences.
Tom Peters' presentation discusses key principles for achieving excellence, including focusing on people, customers, passion, and continuous innovation. Some of the core ideas discussed are decentralizing decision-making, prioritizing execution, accountability, developing talent, and leadership with a clear purpose and passion that inspires others. Case studies and quotes from successful companies are provided as examples of these excellence principles in action.
This document discusses the importance of company culture and how it acts as a brand.
It begins by stating that a company's culture is its brand and defines a company's values, vision, and mission. It then discusses that engaged employees are important for productivity and retention. Companies with strong cultures that empower employees see higher returns.
The document uses Zappos as a case study, highlighting how their core values guide their strategy and culture. This culture allowed them to be sold for $1.25 billion while retaining autonomy and creating a training program.
It concludes by offering three ways for companies to strengthen culture: sincere leadership, truly assessing culture with employee feedback, and empowering employee ambassadors who embody the
All hands on deck for siemens medical solutions western zone leadership retreatJoe Tye
This document provides an overview of building a culture of ownership in an organization. It discusses that only 25% of employees are fully engaged while 60% are not engaged and 15% are disengaged. It emphasizes that culture is shaped by core values and stories, and outlines eight lessons for building a strong, positive culture: 1) Pursue a inspiring mission, 2) Use structure and process, 3) Build on core values, 4) Trust is the glue, 5) Use stories, 6) Invest in character building, 7) Unleash creativity, and 8) Everyone is a volunteer. It argues that cultural transformation requires addressing assumptions, developing an "invisible architecture" based on values, and creating a culture where people feel
The document discusses how purpose-driven salespeople outperform quota-driven salespeople. It provides evidence from studies that show companies committed to improving customers' lives outperform the market by 15 times. The author conducted their own double-blind studies that found purpose-driven sales reps significantly outperformed quota-driven ones. Top performers were motivated by a sense of purpose, not just money. When internal conversations in an organization focus on short-term profits over long-term customer success, it hurts sales and customer relationships. An emphasis on a noble purpose where the organization exists to help customers succeed, rather than see customers as a means to an end, leads to better sales performance and customer loyalty.
Good New We Have A Crisis Ccl Revised Webinar Print OutDavid K. Hurst
This document outlines seven pointers for finding opportunity in adversity during a crisis: 1) Don't panic and see it as a chance for change; 2) Downsize staff early while exploring options; 3) Form task forces to focus on key issues; 4) Use various tools and methods to generate innovative ideas; 5) Engage in face-to-face communication with stakeholders; 6) Regularly communicate with employees to build trust; 7) Use storytelling to create a sense of mission rather than dread.
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The best CEOs don’t just have strategies, they have Strategies of Preeminence that result in outside success. Yet most business leaders don’t have a strategy that is different from a strategy of operational excellence or haven’t thought about it long enough to know whether it’s working.
What does it take to create a Strategy of Preeminence? The 7 Secrets represents an Integrative, systematic, seven step process for rewriting your future, your organization’s future, and transforming yourself as a leader in the process. It starts with asking the leader, “Are you a strategist?” and goes on to designing an impossible future or ennobling purpose, building a strategy of preeminence, and a creating a delivery mechanism to match.
Every CEO and Founder can create a strategy of preeminence and drive explosive growth. Find out how here.
This document contains a collection of quotes and musings on various business-related topics such as excellence, innovation, value creation, and customer focus. Some of the key ideas discussed include the importance of bias for action over extensive planning, experimenting fearlessly, rewarding failures, and reimagining businesses to focus on experiences and dreams rather than just goods and services.
2 deny, defend , disrupt it's your choice!mikegggg
The document provides an executive report on leadership and business strategy from an organization called The Beacon Group. It discusses the need for leaders to develop new business strategies and coping mechanisms to deal with economic turbulence and disruption. The Beacon Group helps organizations with strategic thinking, leadership development, organizational assessment and transformation to improve business performance.
This document is a collection of quotes and passages from Tom Peters discussing various topics related to excellence and innovation. It touches on themes like embracing failure, decentralization, execution, accountability, solving problems for customers, and tapping into opportunities like the women's market. Short snippets and ideas are presented without much additional context or connection between sections.
This document contains excerpts and quotes on a variety of topics related to business excellence and leadership. It discusses the importance of execution, accountability, decentralization, talent, purpose, passion and enthusiasm in leadership. It also emphasizes seeking out discomfort and diversity of experience, as well as focusing on customers, women, and lifelong learning.
Tom Peters at Property Loss Research Bureau, Orlandobizgurus
The document discusses various topics around excellence, leadership, and innovation. It provides quotes from business leaders emphasizing the importance of having a clear purpose, passion, persistence, serving people, embracing change and failure, and bringing diverse groups together to solve problems. It also discusses moving up the "value-added ladder" from goods to experiences to dreams to create more value for customers.
This document discusses principles of management according to Tom Peters. It discusses how to build a curious corporation by hiring curious people, collecting weirdos, weeding out dullards, supporting generous sabbaticals, and fostering new interaction patterns. It also discusses making prototyping effective by using more prototypes early and representing system interactions, having customers be part of innovation teams, and having a plan-less culture of trying things first and fixing them fast. The document emphasizes that human resources must model innovative behavior 100% of the time and that the organization should have an adhocracy culture without strict linearity assumptions.
Nimble: A Proposal for Startup Speed & Agility in Fortune 100sAmanda Gordon
The document proposes 5 steps for large companies to embrace uncertainty and adapt more quickly to changes like startups: 1) Identify a clear purpose, 2) Empower employees with autonomy, 3) Break down silos and diversify teams, 4) Get customer feedback directly instead of assuming needs, and 5) Ship products early and often for testing. Successful companies like Southwest Airlines, Atlassian, and Dropbox are used as examples of embracing these principles to drive innovation. Communication is highlighted as key to building a culture where employees can focus on learning and improving.
The document provides advice and strategies for small businesses to compete against larger companies like Walmart. It recommends that small businesses focus on a niche, dramatically differentiate themselves through unique design and customer experience, and form emotional bonds with clients and vendors to beat bigger competitors. It also stresses the importance of hands-on leadership, being a community star, excellence, innovation, and relentless marketing.
Is your company culture setup to effectively support your business goals? Assuring the scalability and sustainability to your business strategy is the foundation to a winning plan.
"A Leadership Imperative for Growth: Aligning Brand & Culture to Strategy"
This presentation, by Steve Patti of StevePattiCMO, and Ryan Rieches of BrandingBusiness (formerly RiechesBaird), was delivered at SoCal BMA’s 2nd Annual Regional Conference: The Integrated Leadership Summit, held January 21, 2015, in Long Beach, CA. The event, organized and hosted by Business Marketing Association, Southern California Chapter, was part of the third annual BMA Global B2B Regional Conference Series, and SoCal Chapter’s ‘The Leading Edge' executive signature series. http://www.SoCalBMA.org/Events
The document discusses excellence and moving up the value-added ladder through solving problems, providing experiences, and allowing customers to dream. It emphasizes the importance of design, storytelling, and focusing on customers' needs rather than just selling products or services. The overall message is that businesses should aim to provide memorable experiences and make customers' dreams come true in order to achieve excellence.
Top 15 Takeaways - Mind the Gap Tour Raleigh Stan Phelps
The top 15 takeaways from the Mind the Gap Tour Event in Raleigh, NC. Stan Phelps presented Seeing the Customer Experience Gap, Tim Moore presented
Understanding the Workplace Generational Gap, and Gary Tomlinson presented Closing the Strategy to Execution Gap.
1. The document is a presentation by Tom Peters on excellence that includes quotes and sections on various topics related to business excellence such as talent, innovation, change, and customer experience.
2. It recommends having an "emotional, vital, innovative, joyful" approach to business in order to elicit maximum human potential and serve employees, customers, and communities.
3. It emphasizes the importance of unconventional talent, creativity, energy, and flawless execution in delivering surprising and transforming customer experiences.
Tom Peters' presentation discusses key principles for achieving excellence, including focusing on people, customers, passion, and continuous innovation. Some of the core ideas discussed are decentralizing decision-making, prioritizing execution, accountability, developing talent, and leadership with a clear purpose and passion that inspires others. Case studies and quotes from successful companies are provided as examples of these excellence principles in action.
This document discusses the importance of company culture and how it acts as a brand.
It begins by stating that a company's culture is its brand and defines a company's values, vision, and mission. It then discusses that engaged employees are important for productivity and retention. Companies with strong cultures that empower employees see higher returns.
The document uses Zappos as a case study, highlighting how their core values guide their strategy and culture. This culture allowed them to be sold for $1.25 billion while retaining autonomy and creating a training program.
It concludes by offering three ways for companies to strengthen culture: sincere leadership, truly assessing culture with employee feedback, and empowering employee ambassadors who embody the
All hands on deck for siemens medical solutions western zone leadership retreatJoe Tye
This document provides an overview of building a culture of ownership in an organization. It discusses that only 25% of employees are fully engaged while 60% are not engaged and 15% are disengaged. It emphasizes that culture is shaped by core values and stories, and outlines eight lessons for building a strong, positive culture: 1) Pursue a inspiring mission, 2) Use structure and process, 3) Build on core values, 4) Trust is the glue, 5) Use stories, 6) Invest in character building, 7) Unleash creativity, and 8) Everyone is a volunteer. It argues that cultural transformation requires addressing assumptions, developing an "invisible architecture" based on values, and creating a culture where people feel
The document discusses how purpose-driven salespeople outperform quota-driven salespeople. It provides evidence from studies that show companies committed to improving customers' lives outperform the market by 15 times. The author conducted their own double-blind studies that found purpose-driven sales reps significantly outperformed quota-driven ones. Top performers were motivated by a sense of purpose, not just money. When internal conversations in an organization focus on short-term profits over long-term customer success, it hurts sales and customer relationships. An emphasis on a noble purpose where the organization exists to help customers succeed, rather than see customers as a means to an end, leads to better sales performance and customer loyalty.
Good New We Have A Crisis Ccl Revised Webinar Print OutDavid K. Hurst
This document outlines seven pointers for finding opportunity in adversity during a crisis: 1) Don't panic and see it as a chance for change; 2) Downsize staff early while exploring options; 3) Form task forces to focus on key issues; 4) Use various tools and methods to generate innovative ideas; 5) Engage in face-to-face communication with stakeholders; 6) Regularly communicate with employees to build trust; 7) Use storytelling to create a sense of mission rather than dread.
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The best CEOs don’t just have strategies, they have Strategies of Preeminence that result in outside success. Yet most business leaders don’t have a strategy that is different from a strategy of operational excellence or haven’t thought about it long enough to know whether it’s working.
What does it take to create a Strategy of Preeminence? The 7 Secrets represents an Integrative, systematic, seven step process for rewriting your future, your organization’s future, and transforming yourself as a leader in the process. It starts with asking the leader, “Are you a strategist?” and goes on to designing an impossible future or ennobling purpose, building a strategy of preeminence, and a creating a delivery mechanism to match.
Every CEO and Founder can create a strategy of preeminence and drive explosive growth. Find out how here.
This document contains a collection of quotes and musings on various business-related topics such as excellence, innovation, value creation, and customer focus. Some of the key ideas discussed include the importance of bias for action over extensive planning, experimenting fearlessly, rewarding failures, and reimagining businesses to focus on experiences and dreams rather than just goods and services.
2 deny, defend , disrupt it's your choice!mikegggg
The document provides an executive report on leadership and business strategy from an organization called The Beacon Group. It discusses the need for leaders to develop new business strategies and coping mechanisms to deal with economic turbulence and disruption. The Beacon Group helps organizations with strategic thinking, leadership development, organizational assessment and transformation to improve business performance.
This document is a collection of quotes and passages from Tom Peters discussing various topics related to excellence and innovation. It touches on themes like embracing failure, decentralization, execution, accountability, solving problems for customers, and tapping into opportunities like the women's market. Short snippets and ideas are presented without much additional context or connection between sections.
Tom Peters at Transforming Work, Life, & Organizations conferencebizgurus
The document discusses concepts related to excellence and innovation in organizations. It provides examples of how organizations can:
1) Embrace change, diversity of thought, risk-taking and rapid experimentation to drive innovation. Mistakes and failures should be seen as opportunities to learn.
2) Pursue decentralization, clear goal-setting, accountability and rigorous execution to achieve strategic objectives.
3) Continually move up the value chain by shifting from goods to services, solutions, experiences, and transforming customers' organizations.
World Business Forum Milano 2013 Tom Peterswobi_it
Tom Peters presented at the World Business Forum in Milano on November 5, 2013 on the topic of re-imagining excellence. The presentation highlighted many quotes and ideas related to strategy, execution, technology, change, leadership, and culture. Key topics discussed included the importance of execution over strategy, the accelerating pace of technological change, the need for organizations and skills to adapt, and the central role of culture within organizations.
This document discusses strategies of market-driven organizations and market drivers. It provides examples of market driver attributes and values-driven organizations. It also discusses concepts like vision, mission, core values and ideology. Key points include that market drivers focus on emerging customer needs, create new markets that render competitors obsolete, and their core values inspire radical business concepts. Visionary companies have a fixed core ideology and purpose while continuously adapting strategies, and discover their core values and purpose by looking inside themselves.
Planned Change in Organizations SOSC 4315 - Feb 4 PresentationFebFour
The document discusses concepts from Jim Collins' book "Good to Great" including:
1. How good-to-great companies think differently about technology, seeing it as an accelerator rather than creator of momentum.
2. The "flywheel effect" which is a process of step-by-step improvements that build momentum over time, as opposed to one-time actions. It also discusses problems that can interrupt this momentum.
3. Key principles for developing visions, missions and values including focusing on an ideal future impact and clear guidelines for how the organization will operate.
This document provides a summary of the speaker's trip to New Zealand and discusses various topics related to business excellence and innovation. It contains quotes and observations about the need for companies to embrace change, take risks, encourage diversity of thought, experiment frequently, and tolerate failures in order to drive innovation and long-term success. Key themes emphasized include the importance of revenue growth over cost-cutting, pursuing new opportunities through acquisitions or spin-offs, and cultivating "freaks" and diverse problem-solvers within organizations.
The document discusses strategies for market-driving organizations versus market-driven organizations. It defines market-driving firms as those that shape or change markets by eliminating, adding, or modifying players and their functions. They rewrite industry rules and compete in new arenas. Their core values inspire radical business concepts and they often teach potential customers to consume their value propositions.
The document discusses key aspects of organizational management and success. It describes how the business environment changed dramatically in the late 1990s through a "Silent Revolution" across five fronts: information flowed more freely, the geographic reach of companies and customers expanded, basic demographic assumptions were upended, customers took more control, and defining walls between industries fell. This created new challenges for management in the 21st century knowledge-based economy.
The document discusses key concepts from management expert Peter Drucker including:
1) Management is about human beings and making their strengths effective and weaknesses irrelevant.
2) Knowledge workers must have autonomy, opportunities for mastery, and a sense of purpose.
3) Intrinsic motivation is more effective than incentives for knowledge work requiring creativity.
4) Companies should focus on hiring and retaining self-directed employees motivated by autonomy, mastery, and purpose rather than incentives.
The document discusses strategies for motivating knowledge workers and managing people effectively. It explains that intrinsic motivation is more effective than financial incentives for work requiring creativity. Management should focus on giving employees autonomy, opportunities for mastery, and a sense of purpose. The candle problem experiment illustrates how rewards can undermine problem-solving. Firing unhappy employees who are victims, nonbelievers or know-it-alls can help create a positive culture.
This document summarizes a presentation about building a happy culture in businesses. It discusses how defining core values, transparency, vision, relationships and hiring the right team can help create happiness as a business model, as seen in the success of Zappos. It also references research showing that vision, meaning and purpose can lead to employee happiness and better business outcomes. The presentation encourages assessing company culture using happiness surveys and considering the ROI of creating a happy workplace culture.
Give Back Yes, Its Time For The 99 To Give Back To The 1 By .docxwhittemorelucilla
Give Back? Yes, It's Time For The 99% To Give Back To The 1%
By Harry Binswanger
Published in Forbes Magazine, September 17, 2013
It’s time to gore another collectivist sacred cow. This time it’s the popular idea that the successful are obliged to “give back to the community.” That oft-heard claim assumes that the wealth of high-earners is taken away from “the community.” And beneath that lies the perverted Marxist notion that wealth is accumulated by “exploiting” people, not by creating value—as if Henry Ford was not necessary for Fords to roll off the (non-existent) assembly lines and Steve Jobs was not necessary for iPhones and iPads to spring into existence.
Let’s begin by stripping away the collectivism. “The community” never gave anyone anything. The “community,” the “society,” the “nation” is just a number of interacting individuals, not a mystical entity floating in a cloud above them. And when some individual person—a parent, a teacher, a customer—“gives” something to someone else, it is not an act of charity, but a trade for value received in return.
It was from love—not charity—that your mother fed you, bought clothes for you, paid for your education, gave you presents on your birthday. It was for value received that your teachers worked day in and day out to instruct you. In commercial transactions, customers buy a product not to provide alms to the business, but because they want the product or service—want it for their own personal benefit and enjoyment. And most of the time they get it, which is why they choose to continue patronizing the same businesses.
All proper human interactions are win-win; that’s why the parties decide to engage in them. It’s not the Henry Fords and Steve Jobs who exploit people. It’s the Al Capones and Bernie Madoffs. Voluntary trade, without force or fraud, is the exchange of value for value, to mutual benefit. In trade, both parties gain.
Each particular individual in the community who contributed to a man’s rise to wealth was paid at the time—either materially or, as in the case of parents and friends, spiritually. There is no debt to discharge. There is nothing to give back, because there was nothing taken away.
Well, maybe there is—in the other direction. The shoe is on the other foot. It is “the community” that should give back to the wealth-creators. It turns out that the 99% get far more benefit from the 1% than vice-versa. Ayn Rand developed the idea of “the pyramid of ability,” which John Galt sets forth in Atlas Shrugged:
When you live in a rational society, where men are free to trade, you receive an incalculable bonus: the material value of your work is determined not only by your effort, but by the effort of the best productive minds who exist in the world around you.
When you work in a modern factory, you are paid, not only for your labor, but for all the productive genius which has made that factory possible: for the work of the industrialist who built it, for the work of the ...
The document discusses setting ambitious goals using a "tandem appointment" plan where producers schedule back-to-back appointments. It suggests that 4 producers scheduling 2 tandems per week could result in 32 appointments per month or 384 per year. It questions whether goals for 2009 can be achieved this way and how much further goals could be exceeded. It also discusses what 16 tandems per month could do for goals if there were 2 producers.
This document summarizes a presentation about creating happiness in the workplace and communities. It discusses how companies like Zappos have used a focus on culture and happiness to achieve business success. Key points include how defining core values, transparency, building relationships and hiring the right team can help build a happy culture. The presentation also outlines frameworks for understanding happiness and reviews research showing the ROI of happy cultures through increased retention, engagement and productivity. It encourages applying these lessons to inspire happier companies, communities and meaningful lives.
This document provides advice from T. Harv Eker, a bestselling author and personal success trainer, on developing a "millionaire mind" for success in network marketing. Some of the key points made include:
1) Your inner beliefs and thoughts directly impact your outer results, so it is important to develop a mindset of believing you create your own success.
2) Successful people take full responsibility for their results rather than playing the victim role or blaming external factors.
3) Having the intention to create massive wealth and success, rather than just getting by, is important for actually achieving those goals.
4) Developing a "millionaire mind" means being willing to aim high with your goals and
Permaculture and Business: mutually incompatible?Matthew Lynch
The document discusses several principles of sustainable and regenerative business, including using profits to strengthen communities, viewing problems as opportunities, and knowing your market. It provides examples of companies like Patagonia and Grameen Bank that have built successful businesses while solving social and environmental problems. The key message is that business can be a powerful tool for positive change when done with purpose and with the needs of people and planet in mind.
SCAD Presentation by The Moderns: Branding and Idea EconomyTheModerns
Janine James has presented at SCAD about the topic of Branding and Idea Economy. The presentation includes concepts, methodology and case studies by The Moderns.
The document discusses concepts related to creating exceptional customer experiences and dramatically differentiating businesses. It emphasizes pursuing excellence and originality rather than imitation. Various strategies are proposed for smaller companies to outperform larger rivals, including focusing on design, experiences, emotional connections, innovation and niche markets. Examples of highly successful companies are provided that exemplify these principles.
Similar to Tom Peters - The Little Big Things (20)
The document discusses how to sustain audience attention through content design. It recommends capturing attention initially with vivid external stimuli like size, color and shape, then guiding focus internally by prompting rewarding thoughts. Working memory should be managed with frequent changes and linking to long-term memory. Content should invite some similarity to other material but then deviate from patterns to avoid being forgettable or appearing copied.
Why Customer Acquisition and Customer Expansion Must Have Distinct Messaging Approaches
To disrupt the status quo or reinforce it? Your answer to that question really depends on whether you’re selling into a new prospect or trying to keep and expand an existing customer. That’s because new research proves that the skills and messaging techniques required for the first scenario will backfire in the latter.
In this webinar, Tim Riesterer, Chief Strategy Officer at Corporate Visions and Co-Author of The Three Value Conversations and the upcoming book The Expansion Sale, shares science-backed research designed to help you tell the right story for the right buying situation and finally do away with a one-size-fits-all approach to your customer conversations.
You'll learn how to:
- Disrupt Status Quo bias when you need to build new pipeline and win new business
- Reinforce status quo bias when you are trying to renew and expand existing customers
- Break free from one-size-fits-all approaches and get more situationally fluent with your messaging skills
watch the full webinar recording here: https://corporatevisions.com/content-library/webinar-the-dangers-of-one-size-fits-all-sales-messaging/
Ask any salesperson and they will tell you, gaining meetings with senior executives has never been more difficult. The conventional wisdom is that if you want to get an executive’s attention, you have to sound like an executive by offering case studies, ROI and other quantified results.
This approach has been used in executive selling programs for years, but that conventional wisdom is almost three decades old. Does it still hold up in today’s selling environment?
In this webinar, Rob Perrilleon SVP Consulting Services, Corporate Visions and contributor to the upcoming book The Expansion Sale, shares the latest science-backed research on:
- Why the traditional approach to gaining executive access was the WORST performing condition in our most recent study
- The best messaging approach your sales reps can use to get direct access to an executive and secure time on their calendar
- What type of messaging is most effective for equipping an internal sponsor to get an executive meeting on your rep’s behalf
Get the full webinar recording here: https://corporatevisions.com/content-library/gaining-executive-access-why-your-traditional-approach-to-securing-meetings-is-not-working/
Improving Your Asset and Message Quality Through Smarter Automation
It’s the Holy Grail for every sales & marketing pro: All of your best enablement assets in a single location—brilliantly organized, universally accessible, and customizable for any customer interaction.
Thanks to technological advances like machine learning and predictive analytics, this vision is closer to reality than ever before. But organizations still struggle with the fundamentals. How do you get started? How do you decide which assets to include, and most importantly, how do you keep your system from becoming a dumping ground where great assets go to die?
In this webinar, Jason Keever, VP of Europe, Seismic, and Leslie Talbot, VP of Customer & Commercial Excellence, Corporate Visions, covered how to sidestep these pitfalls and jump-start your automation projects, including:
How to bridge the sales & marketing divide by organizing your messages and content neatly around your buyer’s psychology
How to ratchet up your quality by ensuring every piece of content is as effective as it should be and targeted to the right buyer
How to keep your content fresh and relevant as business and customer needs evolve over time
See the full webinar recording here: https://corporatevisions.com/content-library/what-about-the-content/
When trying to convince prospects to change to your solution, your sales reps need to tell an edgy, disruptive story that makes a compelling case for moving away from their status quo. But when you ARE the status quo, that same provocative approach with existing customers will backfire, increasing the likelihood that they’ll switch or shop around—and there’s research to prove it.
These slides from a recent webinar hosted by Selling Power and featuring special guest, Tim Riesterer, Chief Research Officer from Corporate Visions, will show you surprising research that uncovers the dangers of applying a one-size-fits-all approach to customer conversations. You will learn how to:
- Create provocative messages to challenge your prospects and persuade them to buy
- Reinforce your position when you need to protect and expand with existing customers
- Break free from one-size-fits-all messaging that puts your business at risk of losing existing customers and new business
- Tailor your messages and enable your team to deliver a winning conversation every time
View the full webinar recording here: https://corporatevisions.com/content-library/webinar-the-art-of-a-winning-sales-conversation-selling-power/
This document discusses how B2B companies are focusing on growth strategies. It outlines the five pillars of growth as markets, buyers, offerings, acquisitions, and productivity. Each pillar faces common challenges, such as reps spending too much time on non-selling activities. The role of sales enablement is to provide reps with the knowledge, skills, and tools to overcome these challenges through training, practice feedback, and assets that enhance sales conversations without replacing human interaction. Reps can be prepared at three levels of certification focused on content mastery, structured simulation, and in-field observation.
Content2Conversion 2014 - Corporate Visions - Tim RiestererCorporate Visions
Learn the three “value conversation moments” your sales reps must master to deliver conversations that win.
Tim Riesterer, co-author of Conversations that Win the Complex Sale and Customer Message Management, shows you how to create, confirm and capture value across the buying cycle.
Three value conversations - San Francisco, Ca. Executive Insights session wit...Corporate Visions
The document discusses three key conversations salespeople need to have to win deals. It emphasizes the importance of articulating value by identifying needs, threats to the status quo, and how the solution resolves issues. It also discusses using stories and contrast to change perspectives and create urgency. The final important conversation is agreeing on value exchanges rather than just giving discounts to maximize deal value for both parties.
Three value conversations - Seattle Executive Insights session with Tim Riest...Corporate Visions
The document discusses three types of conversations needed to win customers: creating value, elevating value, and capturing value. It emphasizes that executive conversations require demonstrating business knowledge, customer insight, financial acumen, building a compelling ROI case, and executive engagement skills. Successful conversations involve making the status quo unsafe, defining new needs, aligning with company strengths, and describing how those strengths resolve issues and generate value for the customer.
Tim Riesterer Corporate Visions Executive Insights Session 2014 St. LouisCorporate Visions
The document discusses strategies for effective executive conversations. It emphasizes the importance of understanding executives' needs and priorities, demonstrating how your solution addresses problems or opportunities, and establishing the business value and return on investment your solution provides. It also stresses the need to make the status quo seem unsafe or inadequate in order to motivate change, and to tell compelling stories with insights and proof points that resonate with executives. The goal is to progress conversations from initially creating value to ultimately capturing value and securing deals.
Irvine Corporate Visions Executive Insights Session 2014 with Erik PetersonCorporate Visions
You can do everything right as a company…design, develop and launch killer products, refashion your go-to-market strategy to seize growth opportunities, and acquire other companies to drive inorganic growth. But there’s a gap between all of these great strategies and your prospects and customers actually agreeing to buy from you. Your salespeople, with their lips moving, are attempting to bridge that gap. Unfortunately, most are failing. According to sales managers surveyed by SiriusDecisions, your salespeople’s inability to articulate value is the #1 reason they’re missing their quota…and you’re missing your growth targets. Learn how companies like ADP, Cisco, GE, Motorola, UPS and DuPont are creating compelling stories and enabling their salespeople to deliver them in a remarkable, memorable way.
Tim Riesterer: Forrester's Forum for Sales Enablement Professionals keynoteCorporate Visions
The document discusses three important conversations for winning business: value conversations, commodity conversations, and maximizing value conversations. It outlines a value conversation continuum with stages from threatening the status quo to capturing value. It emphasizes the need to identify new customer needs, differentiate your solution, and demonstrate your value proposition rather than focusing only on price. Executives value business expertise over product knowledge alone. Successful conversations elevate value through partnerships rather than just exchanging value for price.
Tim Riesterer Medical Device & Diagnostic Sales Training Conference keynoteCorporate Visions
The document discusses three key conversations salespeople need to win: identifying new customer needs, differentiating your solution, and capturing value. It emphasizes articulating value over product knowledge by threatening the status quo, defining solutions for identified needs, and negotiating value exchanges rather than discounts. Salespeople are advised to focus on elevating discussions from identifying needs to securing agreements by telling compelling stories that engage customers in envisioning outcomes.
3 Conversations that Win - TrainingIndustry.com webcastCorporate Visions
Learn the three “value conversation moments” your sales reps must master to deliver conversations that win.
Tim Riesterer, co-author of Conversations that Win the Complex Sale and Customer Message Management, shows you how to create, confirm and capture value across the buying cycle.
This document discusses three key conversations salespeople need to have to win deals. It emphasizes articulating value to customers, understanding where they are in the buying process, and adapting conversations accordingly. The customer conversation continuum shows stages from threatening the status quo to capturing the deal. Salespeople are advised to create value by addressing unmet needs, not just features, and elevate value with a distinct point of view. Focusing on business impact rather than just product knowledge is also key.
This document outlines a company's marketing and sales strategies across various channels including print, online, email, social media, and webinars. It discusses developing solution-based content and promotions, leveraging an in-house database to identify sales opportunities, and providing qualified leads to sales. It also covers point of view sales messaging, tools, templates, techniques, and training for field marketing and sales.
This document discusses strategies for having effective customer conversations. It begins by noting that the number one reason sales reps don't hit quotas is an inability to articulate value. It then discusses frameworks for understanding customer needs and positioning solutions accordingly, including identifying unconsidered needs. It also emphasizes the importance of exchanging value rather than just demonstrating capabilities, and embracing tension in negotiations rather than fleeing from it. Overall, the document provides guidance for sales reps to move conversations along the continuum of differentiating their offering, elevating its value, and ultimately capturing that value.
United Rentals - Differentiation With Corporate Visions and Maximization With...Corporate Visions
Hear from a leader who has applied both Corporate Visions’ and BayGroup’s solutions together to improve the sales teams’ conversations and performance. No matter which solution you currently use, you’ll want to find out how the sum of these two companies is greater than the individual parts.
Brainshark - Using Video to Improve Demand Generation and Sales EnablementCorporate Visions
The power of video allows companies to tell their unique story and communicate their value proposition in a way that grabs attention and ensures greater retention – both for prospects and for salespeople. In this session we’ll show you how leading companies are using video to clearly demonstrate their value, drive successful demand generation campaigns, train their sales reps and partners, and help close more business.
Superior Essex - Differentiating in a Commoditized Market: Improving Your Sto...Corporate Visions
Learn how Superior Essex revamped its sales messaging to more effectively tell its story in the crowded and commoditized communications wire and cable manufacturing market. By arming its sales team with effective messaging, Superior Essex created double digit sales growth while the industry was experiencing a decline.
Revolutionizing Surface Protection Xlcoatings Nano Based SolutionsExcel coatings
Excelcoating Transforming surface protection with their cutting-edge, eco-friendly nano-based coatings. This presentation delves into their innovative product lineup, including Excel CoolCoat for roof cooling, Excel NanoSeal for cement surfaces, Excel StayCool for UV-filtering glass, Excel StayClean for solar panels, Excel CoolTile for heat-reflective tiles, and Excel InsulX for film insulation.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
3. Conrad Hilton, at a gala celebrating his
career, was called to the podium and
asked, “What were the
most important
lessons you learned
in your long and
distinguished
career?” His answer …
7. 2X: “When Friedman
slightly
curvedthe right angle of
an entrance corridor to one
property, he was ‘amazed at the
magnitude of change in
pedestrians’ behavior’—the
percentage who entered increased
from one-third to nearly two-
thirds.” —Natasha Dow Schull,
8. Machine Gambling
“Pleasing” odor #1 vs.
“pleasing” odor #2:
+45%revenue
Source: “Effects of Ambient Odors on Slot-Machine Useage in Las Vegas
Casinos,” reported in Natasha Dow Schull, Addiction By Design:
Machine Gambling in Las Vegas (66% revenue, 85% profit)
10. “Flash When I work with experimental digital gadgets, I am always
reminded of how small changes in the details of a digital design can have
profound unforeseen effects on the experiences of the people who are
playing with it. The slightest change in something as seemingly trivial as
the ease of use of a button can sometimes alter behavior patterns. For
instance, Stanford University
researcher Jeremy Bailinson has
demonstrated that changing the
height of one’s avatars in
immersive virtual reality
transforms self-esteem and
social self-perception.Technologies are
extensions of ourselves, and, like the avatars in Jeremy’s lab, our identities
can be shifted by the quirks of gadgets. It is impossible to
work with information technology without also engaging in
social engineering.” —Jaron Lanier, You Are Not a Gadget
11. “You get a sense of the scale and intricacy
of the task by considering the sound effects
alone: The game contains 54,000 pieces of
audio and 40,000 lines of dialogue. There
are 2,700 different
noises for footsteps alone
depending on whose foot is
stepping on what.”
—Sam Leith on Halo 3, from Jane McGonigal, Reality Is Broken:
Why Games MakeUs Better and How They Can Change the World
13. 120-oz container to ketchup-bottle size laundry-
detergent concentrate (100% conversion): 1/4th
packaging; 1/4th weight; 1/4th cost to ship;
1/4th space on ships, trucks, shelves. 3
years: 95M #s plastic resin saved,
125M #s cardboard conserved, 400M
less gallons of water shipped, 500K
gallons less diesel fuel, 11M less #s CO2
released)
Source: Force of Nature: The Unlikely Story of Walmart’s Green Revolution, Edward Humes
17. “crack the code on
how your company
can develop and
liveits
unique story”
18. Press Ganey Assoc: 139,380 former
patients from 225 hospitals:
NONE of THE top 15
factors determining Patient Satisfaction
referred to patient’s health outcome
P.S. directly related to Staff Interaction
P.P.S. directly correlated with Employee
Satisfaction
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
19. WSJ/0910.13: “What matters most
to a company over time?
Strategy or culture?
Dominic Barton, MD, Mc Kinsey & Co.:
“Culture.”
21. “If I could have chosen not to tackle the IBM culture head-
on, I probably wouldn’t have. My bias coming in was toward
strategy, analysis and measurement. In comparison,
changing the attitude and behaviors of hundreds of
thousands of people is very, very hard. [Yet] I
came to see in my time at
IBM that culture isn’t just
one aspect of the game —
IT IS THE
GAME.” —Lou Gerstner, Who Says Elephants Can’t Dance
23. Enterprise* (*at its best): An emotional, vital,
innovative, joyful, creative,
entrepreneurial endeavor that elicits
maximum
concerted human
potential in the
wholehearted pursuit of
EXCELLENCE in
service of others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
25. “BUSINESS HAS TO GIVE PEOPLE ENRICHING,
REWARDING LIVES … OR IT'S
SIMPLY NOT
WORTH
DOING.”
—Richard Branson (1/4,096)
26. “In a world where customers wake up
every morning asking, ‘What’s new,
what’s different, what’s amazing?’
success depends on a company’s ability to
unleash initiative, imagination and passion
of employees at all levels —and this
can only happen if all those
folks are connected heart and
soul to their work [their
‘calling’], their company and
their mission.”—John Mackey and Raj Sisoda,
Conscious Capitalism: Liberating the Heroic Spirit of Business
27. “You have to
treat your
employees like
customers.”—Herb Kelleher,
upon being asked his “secret to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,”
on the occasion of Herb Kelleher’s retirement after 37 years at Southwest
Airlines (SWA’s pilots union took out a full-page ad in USA Today
thanking HK for all he had done) ; across the way in Dallas, American
Airlines’ pilots were picketing AA’s Annual Meeting)
28. "When I hire
someone, that's
when I go to
work for
them.” —John DiJulius, "What's the Secret to
Providing a World-class Customer Experience"
30. "If you want staff to
give great service,
give great service to
staff."—Ari Weinzweig, Zingerman's
31. If you want to
WOW your
customers then
must first WOW
those who WOW the
customers!
32. “The path to a hostmanship culture paradoxically does not go through
the guest. In fact it wouldn’t be totally wrong to say that the guest has nothing to
do with it. True hostmanship leaders focus on their employees. What drives
exceptionalism is finding the right people and getting them to love their work and
see it as a passion. ... The guest comes into the picture only when you are ready to
ask, ‘Would you prefer to stay at a hotel where the staff love their work or where
management has made customers its highest priority?’” “We went
through the hotel and made a ...
‘consideration renovation.’ Instead of
redoing bathrooms, dining rooms, and
guest rooms, we gave employees new
uniforms, bought flowers and fruit, and
changed colors. Our focus was totally on
the staff. They were the ones we wanted
to make happy. We wanted them to wake up every morning excited
about a new day at work.” —Jan Gunnarsson and Olle Blohm, Hostmanship:
The Art of Making People Feel Welcome.
34. “The organization would
ultimately win not
because it gave agents
more money, but
because it gave them
a chance for better
lives.” —Phil Harkins & Keith Hollihan,
Everybody Wins, on RE/MAX
35. “The role of the Director is to
create a space where the actors
and actresses can BECOME
MORE THAN THEY’VE
EVER BEEN BEFORE,
MORE THAN THEY’VE
DREAMED OF BEING.”
—Robert Altman, Oscar acceptance speech
37. Our Mission
TO DEVELOP AND MANAGE TALENT;
TO APPLY THAT TALENT,
THROUGHOUT THE WORLD,
FOR THE BENEFIT OF CLIENTS;
TO DO SO IN PARTNERSHIP;
TO DO SO WITH PROFIT.
WPP
38. … NO LESS THAN
CATHEDRALS IN WHICH
THE FULL AND AWESOME
POWER OF THE IMAGINATION
AND SPIRIT AND NATIVE
ENTREPRENEURIAL FLAIR OF
DIVERSE INDIVIDUALS IS
UNLEASHED IN PASSIONATE
PURSUIT OF … EXCELLENCE.
39. Oath of Office: Managers/Servant Leaders
Our goal is to serve our customers brilliantly and profitably over
the long haul.
Serving our customers brilliantly and profitably over the long
haul is a product of brilliantly serving, over the long haul, the
people who serve the customer.
Hence, our job as leaders—the alpha and the omega and
everything in between—is abetting the sustained growth
and success and engagement and enthusiasm and
commitment to Excellence of those, one at a time, who
directly or indirectly serve the ultimate customer.
We—leaders of every stripe—are in the “Human Growth and
Development and Success and Aspiration to Excellence
business.”
“We” [leaders] only grow when “they” [each and every one of our colleagues] are
growing.
“We” [leaders] only succeed when “they” [each and every one of our colleagues]
are succeeding.
“We” [leaders] only energetically march toward Excellence when
“they” [each and every one of our colleagues] are energetically marching
toward Excellence.
Period.
40. A 15-Point Human Capital Development Manifesto
1. “Corporate social responsibility” starts at home—i.e.,
inside the enterprise! MAXIMIZING GDD/Gross
Domestic Development of the workforce is the primary
source of mid-term and beyond growth and profitability—
and maximizes national productivity and wealth.
2. Regardless of the transient external situation,
development of “human capital” is always the #1 priority.
This is true in general, in particular in difficult times
which demand resilience—and uniquely true in this age
in which IMAGINATIVE brainwork is de facto the only
plausible survival strategy for higher wage nations.
(Generic “brainwork,” traditional and dominant “white-
collar activities, is increasingly being performed by
exponentially enhanced artificial intelligence.)
41. The Memories That Matter
The people you developed who went on to
stellar accomplishments inside or outside
the company.
The (no more than) two or three people you developed who went on to
create stellar institutions of their own.
The long shots (people with “a certain something”) you bet on who
surprised themselves—and your peers.
The people of all stripes who 2/5/10/20 years
later say “You made a difference in my life,”
“Your belief in me changed everything.”
The sort of/character of people you hired in general. (And the bad
apples you chucked out despite some stellar traits.)
A handful of projects (a half dozen at most) you doggedly pursued that
still make you smile and which fundamentally changed the way
things are done inside or outside the company/industry.
The supercharged camaraderie of a handful of Great Teams aiming to
“change the world.”
45. “A man should never
be promoted to a
managerial position if his
vision focuses on people’s
weaknesses rather than on
their strengths.” —Peter Drucker,
The Practice of Management
46. Les Wexner: From
sweaters to
people!*
*Limited Brands founder Les Wexner queried on astounding long-
term success—said, in effect, it happened because he got
as excited about developing people as he had been about
predicting fashion trends in his early years
48. “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
50. “Development can help great
people be even BETTER—BUT IF
I HAD A DOLLAR TO
SPEND, I’D SPEND 70
CENTS GETTING THE
RIGHT PERSON IN THE
DOOR.” —Paul Russell, Director, Leadership and Development, Google
51. “In short, hiring is the
most important
aspect of business
and yet remains woefully
misunderstood.”
Source: Wall Street Journal, 10.29.08,
review of Who: The A Method for Hiring,
Geoff Smart and Randy Street
52. “… this will be
the woman’s
century …”
—President Dilma Rousseff of Brazil,
1st woman to keynote the United Nation General Assembly
53. “Forget CHINA,
INDIA and the
INTERNET: Economic
Growth Is Driven by
WOMEN.”
Source: Headline, Economist
54. W > 2X (C + I)*
*“Women now drive the global economy. Globally, they control about $20
trillion in consumer spending, and that figure could climb as high as
$28 trillion in the next five
years. Their $13 trillion in total yearly earnings could reach $18
trillion in the same period. In aggregate, women represent a growth market bigger than China and
India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate
the female consumer. And yet many companies do just that—even ones that are confidant that they have a winning
strategy when it comes to women. Consider Dell’s …”
Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR, 09.09
55. “AS
LEADERS,
WOMEN
RULE: New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
56. Women’s Negotiating Strengths
*Ability to put themselves in their
counterparties’ shoes
*Comprehensive, attentive and detailed
communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It
Like a Woman: Why the 21st-century negotiator will need the female touch”
63. If the regimental commander lost most of his
2nd lieutenants and 1st lieutenants and captains
and majors, it would be a tragedy. If he
lost his sergeants it
would be a
catastrophe. The Army and the
Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty
Officers. Does industry have the same
awareness?
66. THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION
ARE … “WHAT
DO YOU
THINK?”
Source: courtesy Dave Wheeler, posted at tompeters.com
67. “The deepest principal
in human nature is the
craving* to be
appreciated.”
—William James
*“Craving,” not “wish” or “desire” or “longing”/
Dale Carnegie, How to Win
Friends and Influence People (“The BIG
Secret of Dealing With People”)
73. [An obsession with] Listening is ... the ultimate mark
of Respect.
Listening is ... the heart and soul of Engagement.
Listening is ... the heart and soul of Kindness.
Listening is ... the heart and soul of Thoughtfulness.
Listening is ... the basis for true Collaboration.
Listening is ... the basis for true Partnership.
Listening is ... a Team Sport.
Listening is ... a Developable Individual Skill.* (*Though women
are far better at it than men.)
Listening is ... the basis for Community.
Listening is ... the bedrock of Joint Ventures that work.
Listening is ... the bedrock of Joint Ventures that grow.
Listening is ... the core of effective Cross-functional
Communication* (*Which is in turn Attribute #1 of
organizational effectiveness.)
[cont.]
74. Best Listeners Win …
“IF YOU DON’T
LISTEN, YOU
DON’T SELL
ANYTHING.”
—Carolyn Marland
75. 10 Essential Selling Principles Most Salespeople Get Wrong
1. Assuming the problem that the prospect communicates is
the real problem.
2. Thinking that your sales “presentation” will seal the deal.
3. Talking too much.
4. Believing that you can sell anybody anything.
5. Overeducating the prospect when you should be selling.
6. Failing to remember that salespeople are decision-
makers, too.
7. Reading minds.
8. Working as an “unpaid consultant” to seal the deal.
9. Being your own worst enemy.
10. Keeping your fingers crossed that a prospect doesn’t
notice a problem.
Source: Forbes/0503.13
76. *8 of 10 sales
presentations fail
*50% failed sales
presentations … talking
“at” before listening!
—Susan Scott, “Let Silence Do the Heavy Listening,” chapter title,
Fierce Conversations: Achieving Success at Work and in Life,
One Conversation at a Time
77. “I always write
‘LISTEN’ on
the back of my hand
before a meeting.”
Source: Tweet viewed @tom_peters
79. “We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal self
is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers action to
contemplation, risk-taking to heed-taking, certainty to doubt. … We think that we value individuality,
but all too often we admire one type of individual … Introversion is now a second-class personality
trait. … The Extrovert Ideal has been documented in
many studies. Talkative people, for example, are
rated as smarter, better looking, more interesting,
and more desirable as friends. Velocity of speech
counts as well as volume: We rank fast talkers as
more competent and likeable than slow ones. But
we make a grave mistake to embrace the
Extrovert Ideal so unthinkingly. … As the science journalist Winifred
Gallagher writes, ‘The glory of the disposition that stops to consider stimuli rather than rushing to
engage with them is its long association with intellectual and artistic achievement. Neither E = mc
squared or Paradise Lost was dashed off by a party animal.’ Even in less obviously introverted
occupations, like finance, politics, and activism, some of the greatest leaps forward were made by
introverts … figures like Eleanor Roosevelt, Warren Buffett and Gandhi achieved what they did not in
spite of but because of their introversion.”
—Susan Cain, Quiet:The Power of Introverts in a World That Can’t Stop Talking
80. “If you are a manager, remember that one third to one half of your workforce is
probably introverted, whether they appear that way or not. Think twice about how you
design your organization’s office space. Don’t expect introverts to get jazzed up about
open office plans or, for that matter, lunchtime birthday parties or teambuilding
retreats. Make the most of introverts’ strengths— these are the
people who can help you think deeply,
strategize, solve complex problems, and
spot canaries in your coal mine. … Also remember
the dangers of the new groupthink. If it’s creativity you’re after, ask your employees
to solve problems alone before sharing their ideas … Don’t mistake
assertiveness or elegance for good ideas.
If you have a proactive workforce (and I
hope you do), remember that they may
perform better under an introverted leader
than under an extroverted or charismatic
one.” —Susan Cain, Quiet:The Power of Introverts in a World That Can’t Stop Talking
81. “The essence of
intelligence would seem to
be in knowing when to
think and act quickly, and
knowing when to think and
act slowly.” —Robert Sternberg, in Frank Partnoy,
Wait:The Art and Science of Delay
82. “When we thin slice, we reach
powerful unconscious
conclusions about others in
seconds. Unfortunately,
they are often
wrong.” —Frank Partnoy, Wait: The Art and Science of Delay
83. “In a gentle
way, you can
shake the
world.”—Gandhi, from Susan Cain,
Quiet: The Power of Introverts in a World That Can’t Stop Talking
86. “Success doesn’t depend on the number of
people you know; it depends on the number
of people you know in high places!”
or
“Success doesn’t depend on the number of
people you know; it depends on the number
of people you know in low places!”
87. George Crile (Charlie Wilson’s War) on Gust
Avarkotos’ strategy: “He had
become something of a
legend with these
people who manned the
underbelly of the
Agency [CIA].”
88. “I got to
know his
secretaries.”
—Dick Parsons
(as CEO Time Warner, on successfully dealing with Carl Icahn)
89. S = ƒ(#&DR; -2L, -3L, -4L, I&E)
Success is a function of: Number and depth of relationships
2, 3, and 4 levels down inside and outside the organization
S = ƒ(SD>SU)
Sucking down is more important than sucking up—the idea is
to have the [your] entire organization working for you
S = ƒ(#non-FF, #non-FL)
Number of friends, number of lunches with people not in my
function
S = ƒ(#XFL/m)
Number of lunches with colleagues in other
functions per month
S = ƒ(#FF)
Number of friends in the finance organization
93. “Allied commands depend on
mutual confidence
and this confidence is
gained, above all
through the development
of friendships.”
—General D.D. Eisenhower, Armchair General*
*“Perhaps his most outstanding ability [at West Point]
was the ease with which he made friends and earned
the trust of fellow cadets who came from
widely varied backgrounds; it was a quality that would pay
great dividends during his future coalition command.”
94.
95. "It became necessary to develop
medicine as a cooperative science;
the clinician, the specialist, the
laboratory workers, the nurses
uniting for the good of the patient,
each assisting in the elucidation of
the problem at hand, and each
dependent upon the other for
support.” —Dr. William Mayo, 1910
96. “Competency is
irrelevant if we don’t
share common
values.”—Mayo Clinic exec, from Leonard Berry & Kent Seltman,
“Orchestrating the Clues of Quality,” Chapter 7 from Management Lessons From Mayo Clinic
97. “I am hundreds of
times better here [than
in my prior hospital assignment] because of
the support system. It’s like
you were working in an
organism; you are not a
single cell when you are out
there practicing.’”—quote from Dr. Nina Schwenk, in
Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman,
from Management Lessons From Mayo Clinic
98. "The personnel committees on all three
campuses have become aggressive in
addressing the issue of physicians who
are not living the Mayo value of
exhibiting respectful, collegial behavior
to all team members. Some
physicians have been
suspended without pay
or terminated.” —Leonard Barry & Kent Seltman,
Management Lessons from Mayo Clinic
99. WOW!!
Observed closely: The use of “I”
or “we”during a
job interview.
Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,”
Management Lessons From Mayo Clinic
100. Every week every
swimmer reports
on how he helped
a teammate
Source: Skip Kenney, Stanford men’s swimming coach,
31 consecutive PAC10 championships, 7 NCAA championships
102. “Customer engagement is moving
from relatively isolated market
transactions to deeply connected
and sustained social
relationships. This basic change
in how we do business will make
an impact on just about
everything we do.”
Social Business By Design: Transformative Social Media
Strategies For the Connected Company —Dion Hinchcliffe & Peter Kim
103. MillerCoors: Gender imbalance. Women odf Sales peer
support. Private network, Attrition plummeted.
Teva Canada: Supply chain excellence achieved. Share-
Point/troubleshooting/Strategy-Nets/hooked to other
functions; Moxie social tools, document editing, etc.
IBM: Social business tools/30 percent drop in project
completion time/300K on LinkedIn, 200K on Facebook
Bloomberg: Mobi social media analytics prelude to stock
performance
Intuit: struggling against H&R Block temp staffing/
customers #1 asset/Live Community, focused on help with
transactions (not general, embedded in TurboTax
Social Business By Design: Transformative Social Media Strategies
For the Connected Company —Dion Hinchcliffe & Peter Kim
106. Jungle Jim’s International Market, Fairfield, Ohio: “An
adventure in ‘shoppertainment,’ as Jungle Jim’s
calls it, begins in the parking lot and goes on to 1,600
cheeses and, yes, 1,400 varieties of hot
sauce —not to mention 12,000 wines priced
from $8 to $8,000 a bottle; all this is brought to
you by 4,000 vendors. Customers come from every
corner of the globe.”
Bronner’s Christmas Wonderland, Frankenmuth,
Michigan, pop 5,000: 98,000-square-foot “shop”
features the likes of 6,000 Christmas
ornaments, 50,000 trims, and anything else you
can name if it pertains to Christmas.
Source: George Whalin, Retail Superstars
107. “Be the best.
It’s the only
market that’s
not crowded.”
From: Retail Superstars: Inside the 25 Best
Independent Stores in America, George Whalin
108. Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.
10. AVOID MODERATION!