A lot of slides management Guru Tom Peters

7/29/2019 A lot of slides management Guru Tom Peters

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NOTE:To appreciate

this presentation [and ensurethat it is not amess],you need

Microsoft fonts:Showcard Gothic,

Ravie,ChillerandVerdana


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***Greed

Duh.


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***History Repeats Repeats Repeats Itself

South Sea Bubble

Tulips

Etc

Etc

Etc

S & LJunk bonds

Dot-com

Sub-prime

TKTK

TK


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Why in theWorld did yougo to Siberia?


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**Employees, Customers, Suppliers, Communities, Owners, Temporary partners


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The role of the Director is to create aspace where the actors and actresses

can


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inspired by Robert Greenleaf


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If I could have chosen not to tackle the IBM culture head-on, Iprobably wouldnt have. My bias coming in was toward strategy,

analysis and measurement. In comparison, changing the attitudeand behaviors of hundreds of thousands of people is very, very

hard.


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Ken Kizer/VA 1997: culture of cover-upthat pervades healthcare

Patient Safety Event Registrylooking for systemic solutions, not seekingto fix blame on individuals except in the

most egregious cases. The good news was a

in the number of medical

mistakes and adverse events that got reported.National Center for Patient Safety Ann Arbor


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New technology, by itself, has little economicbenefit. The economic benefits arise not from

innovation itself, but from the entrepreneurs who

eventually discover ways to put innovation to

practical useand, most critically,from the organizational

changes through whichbusinesses reshapethemselves to take

advantage of newtechnology.


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Lose Your Nemesis:Obsessing about your competitors,trying to match or best their offerings, spending time

each day wanting to know what they are doing, and/ormeasuring your company against themthese activitieshave no great or winning outcome.Instead you are simply

prohibiting your company from finding its own way to be trulymeaningful to its clients, staff and prospects. You block your companyfrom finding its own identity and engaging with the people who pay

the bills. Your competitors have never paid your bills and theynever will. Howard Mann, Your Business Brickyard: Getting Back to the Basics to Make

Your Business More Fun to Run*

*Mr Mann also quotes Mike McCue, former VP/Technology at Netscape:At Netscapethe competition with Microsoft was so severe, wed wake up in the

morning thinking about how we were going to deal with them instead

of how we would build something great for our customers.What Irealize now is that you can never, ever take your eye

off the customer. Even in the face of massivecompetition, dont think about the competition. Literally

dont think about them.


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I [will] not accept theexplanation of a recession

negatively affecting the

[new] business. There arestill people traveling. We just

have to get them to stay in

our hotel.


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You have totreat your

employees likecustomers.


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In the same bitter winter of 1776 that Gen. George Washington led his beleaguered troopsacross the Delaware River to safety, Benjamin Franklin sailed across the Atlantic to Paris to

engage in an equally crucial campaign, this one diplomatic. A lot depended on the bespectacledand decidedly unfashionable 70-year-old as he entered the worlds fashion capitol sporting a

simple brown suit and a fur cap. Franklins miracle was that armed

only with his canny personal charm and reputation as ascientist and philosopher, he was able to cajole a waryFrench government into lending the fledgling American

nation an enormous fortune. The enduring image of Franklin in Paris tendsto be that of a flirtatious old man, too busy visiting the citys fashionable salons to pursue affairs

of state as rigorously as John Adams. When Adams joined Franklin in

Paris in 1779, he was scandalized by the late hours andFrench lifestyle his colleague had adopted, says [Stacy

Schiff, in A Great Improvisation] Adams was clueless thatit was through the dropped hints and seemingly offhand

remarks at these salons that so much of French diplomacy

was conducted. Like the Beatles arriving in America, Franklin aroused a fervorhisface appeared on prints, teacups and chamber pots. The extraordinary popularity served

Franklins diplomatic purposes splendidly. Not even King Louis XVI could ignore the enthusiasmthat had won over both the nobility and the bourgeoisie.

Source: In Paris, Taking the Salons By Storm: How the Canny Ben Franklin Talked

the French into Forming a Crucial Alliance, U.S. News & World Report, 0707.08


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The ragtag and victory-less Continental Army was retreating, GeorgeWashington notwithstanding. For the Americans, finding an ally was alife or death proposition. Short, fat old Benjamin Franklin was our manin Paris. Short, fat and old though he may have been, he was a

Charmer. He won the hearts and devotion of the ladies of high societywith his mastery of Tea & Flattery. The Americans eked out a successat Saratoga which Franklin turned into an epic victoryand thebesotted ladies convinced their mighty husbands to get behind theAmericans. The rest, as they say, is history.

The launchpad for Gulf War I was Saudi Arabia. Despite the Saudis

need to have Iraqs Kuwaiti incursion reversed, the Kingdom wastouchy about the massive American military presence on their Holysoil. Allied supreme commander Norm Schwarzkopf says, tongue onlyhalf in cheek, that his principal contribution to the war effort was

nightly marathon sessions sipping tea with the Crown Prince.

The point: No matter how weighty the cause, giving goodteaan incredible and expensive (in terms of time)investment in key relationships is typically invaluable and ofdecisivestrategicimportance. Message: Master the Art ofTeametaphorically at leastand make it in to the historybooks.


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Allied commands depend

on mutual confidence[and this confidence]is gained, above all

through the developmentof friendships.


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Do tea.

Make friends.

Could it be that simple?At some level, the answer is yes.

You need the troops. And you need the guns. But as D-Day approached in 1944, you mostly needed to have amodicum of peace among Churchill, Montgomery,Patton, Bradley and Roosevelt. As Schwarzkopf kept theSaudis on board through tea, Ikes affability, for which

he was often criticized or dismissed or disdained, keptthe British and Americans from killing each other longenough to kill the Germans.


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George Crile (Charlie Wilsons War) on Charlie

Wilson:The way things normally work,if youre not Jewish you dont get into

the Jewish caucus, but Charlie did. And

if youre not black you dont get into the

black caucus. But Charlie plays pokerwith the black caucus; they had a game,

and hes the only white guy in it. The

House, like any human institution, is

moved by friendships, and no matterwhat people might think about Wilsons

antics, they tend to like him and enjoy

his company.


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What I learned

from my years as a hostagenegotiator is that we do not

have to feel powerlessandthat bonding is theantidote to the hostage

situation.


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Woody Allen


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Delaware was the smallest state in the Union in 1787 asthe process of writing the Constitution got underway. For anumber of reasons, some states, such as New Hampshire,were absent from the Convention, members of variousdelegations were away as much as present (e.g., AlexanderHamilton). In any event, about thirty Delegates were presentand at work at any point in time.

States could decide on the size of their delegations, andDelaware chose fivea very large number. Moreover, weeDelawares five never missed a days work and were in theirseats gavel to gavel.

Needless to say, wee Delaware had a wildly disproportionateimpact on the Convention and the document itself.

In a nutshell, Delawares secret: Show up!

(I like this example because it illustrates the impact of thistrivial idea-tactic-strategy, available to all of us all of thetime, in the most Monumental of affairs.)


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On the basis of such apparently humble basics, theworld turnsthe American Revolution, Gulf War I, D-Day and the fate of the world, the U.S. Constitution.

Think about it!


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Conventional banks ask their clients to come

to their office. Its a terrifying place for the poor

and illiterate.

If any staffmember is seen in the office, it should be takenas a violation of the rules of the Grameen Bank.

It is essential that [those setting up a new

village Branch] have no office and no place tostay. The reason is to make us as different as

possible from government officials.


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Abe & I


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Time and

space are

annihilated bysteam. Oh, this constant locomotion, mybody & everything in motion. Steamboats, Cars, & hotels all

crammed & crowded full the whole population seems in motion &in fact as I pass along with Lightening speed & cast my eye onthe distant objects, they all seem in a whirl nothing appearing

permanent even the trees are waltzing, the mind too goes withall this, it speculates, theorizes, & measures all things by

locomotive speed, where will it end.Asa Whitney, first to formally proposetranscontinental railroad to Congress, diary entry, , from David Hayward Bain, Empire Express: Building the

First Transcontinental Railroad


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There is nothing new about a global world. We were

living in one 2,000 years ago. The Roman in the streetate bread baked with wheat grown in North Africa orEgypt, and fish that had been caught and dried near

Gibraltar, He cooked with North African oil in pots andpans of cooper mined in Spain, ate off dishes fired in

French kilns, drank wine from Spain or France. TheRoman of wealth dressed in garments of wool fromMiletus or linen from Egypt; his wife wore silks from

China, adorned herself with diamonds and pearlsfrom India, and made up with cosmetics from South

Arabia. He lived in a house whose walls werecovered with colored marble veneer quarried in Asia

Minor; his furniture was of Indian ebony or teakinlaid with African ivory. Peter Jones and Lionel Casson,

The Spectator, 0524.08


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*Rich DAveni/HBR


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*See

While waiting last week [early December 2007] in the Albanyi t t b d S th t Ai li fli ht t R I


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airport to board a Southwest Airlines flight to Reagan, Ihappened across the latest Harvard Business Review, on thecover of which was a yellow sticker. The sticker had on it thewords Mapping your competitive position. It referred to a

feature article by my friend Rich DAveni. His work is uniformly

goodand I have said as much publicly on several occasionsdating back 15 years. Im sure this article is good, toothough

I didnt read it. In fact it triggered a furious negative Tom

reaction as my wife calls it. Of course I believe you should

worry about your competitive position.But instead ofobsessing on competitive position and other

abstractions, as the B-schools andconsultants would always have us do, I

instead wondered about some practical

stuff which I believe is more important to

the short- and long-term health of the

enterprise, tiny or enormous.

1 H i th l t 10 d i it d


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1. Have you in the last 10 days visited acustomer?2. Have you called a customer TODAY?

3. Have you in the last 60-90 days had a seminar in which several folks from thecustomers operation (different levels, different functions, different divisions) interacted,

via facilitator, with various of your folks?

4. Have you thanked a front-line employee for a

small act of helpfulness in the last three days?5. Have you thanked a front-line employee for a small act of helpfulness in thelast three hours?6. Have you thanked a frontline employee for carrying around a great attitude today?7. Have you in the last week recognizedpubliclyone of your folks for a small act ofcross-functional co-operation?8. Have you in the last week recognizedpubliclyone of their folks (another function)

for a small act of cross-functional co-operation?9. Have you invited in the last month a leader of another functionto your weekly teampriorities meeting?10. Have you personally in the last week-month called-visited an internal or externalcustomer to sort out, inquire, or apologizefor some little or big thing that went awry? (Noreason for doing so? If truein your mindthen youre more out of touch than I daredimagine.)


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Want to map your competitive position? Start by

going to visit a customer ASAP! Or at least calling!Youll find the other 48 items on the Have you ? listat #5.2.2.


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11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlinesconcerning a projects next steps?12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlinesconcerning a projects next steps and what specifically you can do to remove a hurdle? (Ninety percent of

what we call management consists of making it difficult for people to get things done.Peter His eminenceDrucker.)13. Have you celebrated in the last week a small (or large!) milestonereached? (I.e., are you a milestonefanatic?)14. Have you in the last week or month revised some estimate in the wrong direction and apologized for making

a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.)

15. Have you installed in your tenure a very

comprehensive customer satisfaction scheme for allinternalcustomers? (With major consequences for hitting or missing the mark.)16. Have you in the last six months had a week-long, visible, very intensive visit-tourof external customers?17. Have you in the last 60 days called an abrupt halt to a meeting and ordered everyone to get out of the office,

and into the field and in the next eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging smallproblem through practical action?

18. Have you in the last week had a rather thorough discussion of a cool design thing someone has comeacrossaway from your industry or functionat a Web site, in a product or its packaging?19. Have you in the last two weeks had an informal meetingat least an hour longwith a frontline employee todiscuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?20. Have you had in the last 60 days had a general meeting to discuss things we do wrong that we can fix in

the next fourteen days?


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3rd party measurementCustomer-initiated

measurementPrimary $$$$ incentivesFactoriesPrimary Corporate InitiativeEtc

*#13

The director of staff services


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The director of staff servicesat the giant financial services

firm, UniCredit Group,installed the most thorough

internal customer satisfactionmeasures scheme I haveseenwith exceptional

rewards for those who makethe grade with their internal

customers.


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Excellence = Cross-functional Excellence


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*Measure!


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*Last 30 days


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I used to have a rule for myself that at any point in

time I wanted to have in mind as it so happens,also in writing, on a little card I carried around withme the three big things I was trying to get done.

Not two.Not four.

Not five.Not ten.Three.


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In How Doctors Think, Harvard Med doc Jerome

Groopman tells us that the best way to get a fix on whatails a patient is to get the patient talking openly abouthis-her problem.

Great.

But the research shows that docs, on average, leap to aconclusion and interrupt their patients after 18seconds.

(Docs are hardly alone. This is a disease present inalmost all specialists and professionals. Listening fora professional invariably means talking.)


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(of all varieties):


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THE PROBLEM IS

RARELY/NEVER THEPROBLEM. THE

RESPONSE TO THEPROBLEM INVARIABLYENDS UP BEING THE

REAL PROBLEM.****Watergate, M Stewart, BR

**And: PERCEPTION IS ALL THERE IS!


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Source: Roger Rosenblatt, Rules for Aging


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Source: courtesy Dave Wheeler,posted at tompeters.com, source of

original unknown (0609.08)


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???????

Success doesnt depend on the number ofpeople you know; it depends on the number

of people you know in places!or

Success doesnt depend on the number of

people you know; it depends on the number

of people you know in places!


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Hes such asuck-up!

Hes such a

suck-down.


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He hadbecome something of a

legend with thesepeople who manned the

underbelly of theAgency [CIA].


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Steve Harrison, Adecco

It was much later that I realized


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It was much later that I realizedDads secret. He gained respect by

giving it. He talked and listened tothe fourth-grade kids in Spring Valleywho shined shoes the same way hetalked and listened to a bishop or a

college president.


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The Importance of Human Interaction

Informing and Empowering Diverse Populations: ConsumerHealth Libraries and Patient InformationHealing Partnerships: The importance of IncludingFriends and FamilyNutrition: The Nurturing Aspect of Food

Spirituality: Inner Resources for HealingHuman Touch: The Essentials of CommunicatingCaring Through MassageHealing Arts: Nutrition for the SoulIntegrating Complementary and Alternative Practicesinto Conventional CareHealing Environments: Architecture and DesignConducive to Health


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There is a misconception that supportive interactions require

more staff or more time and are therefore more costly. Although


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more staff or more time and are therefore more costly. Althoughlabor costs are a substantial part of any hospital budget, the

interactions themselves add nothing to the budget.

Listening to patients or answering their

questions costs nothing. It can be argued that negativeinteractionsalienating patients, being non-responsive to theirneeds or limiting their sense of controlcan be very costly.

Angry, frustrated or frightened patients may be combative,withdrawn and less cooperativerequiring far more timethan it would have taken to interact with them initially in a

positive way.


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(IDs, discount meals, etc.)

(Most Planetree hospitalshave eliminated visiting restrictions altogether.) (ER at one

hospital has a policy of never separating the patient from the

family, and there is no limitation on how many family membersmay be present.)

(POP: Patients Own Pets)


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(waterfall,quiet music, open prayer book)

:


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Massage for every patient scheduled forambulatory surgery (Go into surgery with

a good attitude)Infant massageStaffmassage (caring for the caregivers)Healing environments: chemo!


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Music in the parking


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p glot; professional musicians in

the lobby (7/week, 3-4hrs/day) ;

;

volunteers (120-140 hrs arts &entertainment per month).


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Woods and natural materialsIndirect lightingHomelike settings

Goals:


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h l f


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It was the goal ofto help

patients not only get

well faster but also tostay well longer.


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Putting Patients First, Susan Frampton, Laura Gilpin,Patrick Charmel (Ladies and gentlemen serving

ladies and gentlemen4S credo)


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vs.


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Forget


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Forget ,

and the

: EconomicGrowth Is Driven

by .


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Steve Jobs


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And the M Stands for ?

Systems


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Gerstners IBM:Systems

Integrator of choice./BW(Lou, help us turn all this into that long-promised revolution. )

IBM Global Services*(*Integrated Systems

Services Corp.):


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IPM [Integrated Project

Management] strays from[Schlumbergers] traditional roleas a service provider and moves

deeper into areas once dominated

by the majors.

A January 2008 BusinessWeek cover story informed us that

Schlumberger may well take over the world: THE GIANT STALKING BIG

OIL: How Schlumberger Is Rewriting the Rules of the Energy Game. In

h t S hl b k h t t d ilfi ld h


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short, Schlumberger knows how to create and run oilfields, anywhere,

from drilling to fullscale production to distribution. And the nugget is

hardcore, relatively small, technically accomplished, highly autonomousteams. As China and Russia, among others, make their move in energy,

state run companies are eclipsing the major independents. (Chinas state

oil company just surpassed Exxon in market value.) At the center of it all,

abetting these new players who are edging out the Exxons and BPs, the

Kings of Large-scale, Long-term Project Management wear Schlumberger

overalls. (The pictures in the article from Siberia alone are worth the

cover price.) At the center of the center of the Schlumberger empire is

a relatively newly configured outfit, reminiscent of IBMs Global Services

and UPS integrated logistics experts and even Best Buys now

ubiquitous Geek Squads. The Schlumberger version is simply called

IPM, for Integrated Project Management. It lives in a nondescript building

near Gatwick Airport, and its chief says it will do just about anything an

oilfield owner would want, from drilling to productionthat is, asBusinessWeekput it, [IPM] strays from [Schlumbergers] traditional role

as a service provider* and moves deeper into areas once dominated by

the majors. (*My old pal was solo on remote offshore platforms

interpreting geophysical logs and the like.)


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Headline/BW

[it moves] ecompany.com(E.g., manages the logistics of 4.5M Ford vehicles,

from 21 mfg. sites to 6,000 NA dealers)


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Customer


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Satisfaction versus

Customer

Success


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The business of selling is not just about matching viable

solutions to the customers that require them.


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One of the key differentiators of

our position in the market is our attention to managing change

and making change stick in our customers organization.*(*E.g.: CRM failure rate/Gartner: 70%)


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Mom, what

do you do?

: Im overhead.


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support function /cost center/

overhead

or


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Are you


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Are you the


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Are you the

*E.g.: Your as robust as the New Products team?

: Technology


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Executive(workin in a hospital)

Or/to: Full-scale,

Accountable (life or death)Member-Partner of XYZHospitals

(who happens to be a techie)

(at All Costs*)


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(at All Costs*)

?

Or/to:

?(*Lopez: Arguably Villain #1 in GM tragedy/Anon VSE-Spain)


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Full-scalebusiness partner

[CFO?] to the/eachdepartment she

serves.


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Photographer: Louise Roach


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Photographer: Mike Brake


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to

remove problem beaver;for

flood-control piping sothat beavers can stay.


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for

[rather than service transaction]


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:Jim Penman.*


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1984: Jims Mowing. 2006: Jims Group.(Australia, NZ, UK).

People first. Private. Small staff. Franchisees

can leave at will. 0-1 complaint per year is

norm; cut bad ones quickly.

*Ph.D. cross-cultural anthropology; mowing on the side


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*Salvaged railcars into bridges, etc.


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Reason!!!


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*Lived in same town all adult life*First generation thats wealthy/no parental support


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p pp

*Dont look like millionaires, dont dresslike millionaires, dont eat likemillionaires, dont act like millionaires

*Many of the types of businesses [they]

are in could be classified as dull-normal. [They] are welding contractors,auctioneers, scrap-metal dealers, lessors ofportable toilets, dry cleaners, re-builders ofdiesel engines, paving contractors

Source: The Millionaire Next Door, Thomas Stanley & William Danko


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The growth and


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success of women-owned businesses isone of the most

profound changestakingplace in the

business worldtoday.


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I am often asked by would-be entrepreneursseeking escape from life within huge corporate


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structures, How do I build a small firm for

myself? The answer seems obvious:

.


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Mr. Foster and his McKinsey

colleagues collected detailed


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performance data stretching back 40years for 1,000 U.S. companies. They

found that of the long-

term survivors managed to outperform

the market. Worse, the longercompanies had been in the database,

the worse they did.Financial Times

Data drawn from the real world


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attest to a fact that is beyond

our control:Everything

in existence tendsto deteriorate.


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Natural selection is death. ...


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... Deathis the mother of structure. ...It took four billion years of

death ... to invent the humanmind ...


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vs


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1. Ready. Fire! Aim.


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y

2. If it aint broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.

9. Read odd stuff.

10.


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*See: The Black Swan: The Impact of the Highly

Improbable, Nassim Nicholas Taleb**WSC: When the seas are calm all ships alike show

mastership in sailing.


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This is so simple it sounds stupid, but it is amazinghow few oil people really understand that


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You may think youre finding it

when youre drawing maps andstudying logs, but you have to drill.


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We made mistakes, of course. Most of them wereomissions we didnt think of when we initially wrote thesoftware.

We do the same today. While our competitors


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are still sucking their thumbs trying to make the design

perfect, were already on prototype version By

the time our rivals are

ready with wires and screws, we are on version


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Effective prototyping maybe

an

innovative organization canhope to have.


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excellent failures.

mediocre

successes.


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The secret of fast


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progress is

inefficiency, fastand furious and

numerous failures.


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Conrad Hilton, at a gala


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celebrating his life,was asked, What was the

most important lessonyouve learned in you longand distinguished career?

His immediate answer

Conrad Hilton, at a gala celebrating his life,was asked, What was the most important lesson youve learned

in you long and distinguished career?


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His immediate answer:


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** , Johns Hopkins,2001**Checklist, line infections

**1/3rd t l t h h t t d


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**1/3rd at least one error when he started**Nurses/permission to stop procedureif doc, other not following checklist

**In 1 year, 10-day line-infection rate:

11% to

Source: Atul Gawande, The Checklist (New Yorker, 1210.07)

**Docs, nurses make own

h kli t h t


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checklists on whateverprocess-procedure they choose**Within weeks, average stay in

down

Source: Atul Gawande, The Checklist (New Yorker, 1210.07)

Everything matters


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Nudge, Richard Thaler and Cass Sunstein, etching of

fly in the urinal reduces spillage by 80%, Schiphol Airport


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*You are what you eat


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Atits core, every(!!!)

elationship pa tne ship


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relationship-partnershipdecision (employee,vendor, customer, etc)

is astrategicdecisionabout:


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Diverse groups of problem solversgroups of people with diverse tools

consistently outperformed groups of thebest and the brightest If I formed two


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best and the brightest. If I formed twogroups, one random (and therefore

diverse) and one consisting of the best

individual performers, the first groupalmost always did better.


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Anon.

The leaders of Great Groups


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and know

where to find it. They


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Matthew KellyAn organization can only become the-best-version-of-

itself to the extent that the people who drive that


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p porganization are striving to become better-versions-of-themselves. A companys purpose is to become the-

best-version-of-itself. The question is: What is anemployees purpose? Most would say, to help the

company achieve its purposebut they would be wrong.That is certainly part of the employees role, but anemployees primary purpose is to become the-best-version-of-himself or herself. When a company

forgets that it exists to serve customers, it quickly goes

out of business.


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Globalization1.0: Countriesglobalizing (1492-1800)Globalization2.0: Companiesglobalizing (1800-2000)


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)

Globalization3.0 (2000+):

Source: Tom Friedman/The World Is Flat


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It will unleashunprecedented creativity, advancement of

knowledge, and economic development. Butat the same time, it will tend to undermine

safety net systems and penalize the

unskilled.


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or


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or

When we

were in the caves we were all self-


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were in the caves we were all selfemployed . . . finding our food, feedingourselves. Thats where human history

began . . . As civilization came wesuppressed it. We became labor

because they stamped us, You arelabor. We forgot that we are

entrepreneurs.

Source: Muhammad Yunus/The News HourPBS/1122.2006


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Roseanne

1. (Best/Absurdly Good at Something!)2. (All Work = Memorable/Braggable WOW Projects!)

3. 4. (From vertical/hierarchy/suck up loyalty to


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(From vertical/hierarchy/ suck up loyalty tohorizontal/colleague/mate loyalty)

5. (A sleepless Eye for Opportunity!6. (CEO, Me Inc. 24/7!)7. (Play a dozen parts simultaneously, from

Chief Strategist to Chief Toilet Scrubber)8. (A willingness to Screw Up & Move On)9. (Bring interesting you to work!)10. (E.g.: How Cool-Active is your

Web site? Do you Blog?)

11. (Your own CSO/Chief Storytelling Officer)

12. (Your own CLO/Chief Learning Officer)13. (Show up on time! Leave last!)

Nimbleness only

possible if we locate our inner voice, take regular

inventory of where we are.


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Think gigs. Think lifelong

learning. Forget old loyalty. Work on optimism.

Articulate yourvalue. Integrate your passions. I.D. your market. Run yourown business.

Build your own support network. Master

the art of looking people up.

My current Project is challenging me

New things Ive learned in the last 90 days include I k f [2 t 3 thi ] t t thi ti Ill


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g y

I am known for [2 to 3 things]; next year at this time Illalso be known for [1 more thing].

My public recognition programconsists of

Additions to my Rolodex in the last 90 days include

Rate: 15%? 25%?


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Rate: 15%?, 25%?

Therefore:Formal Investment

Strategy/ .*

*Renewal Investment Plan


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When was the last


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When was the last

time you asked, Whatdo I want to be?

This is the true joy of Life, the

being used for a purpose

recognized by yourself as a


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recognized by yourself as amighty one the being a force of

Nature instead of a feverish,

selfish little clod of ailments andgrievances complaining that the

world will not devote itself to

making you happy.


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Mary Oliver

Joe J. Jones

1942 2008


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1942 2008

HE WOULDA DONE SOME

REALLY COOL STUFFBUT

HIS BOSS WOULDNT LETHIM!


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Conrad Hilton, at a gala celebrating his life,was asked, What was the most important lesson youve learned

in you long and distinguished career?

His immediate answer:


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You have to

treat your


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treat youremployees like

customers.

**Stay in touch!


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**Stay in touch!**Sweat the

details!**Its the people,

stupid!


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(Posted @ tompeters.com by

K.Sriram, November 27, 2006 1:17 AM)

"Life is not a journey to thegrave with the intention of

arriving safely in one pretty


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g y p yand well preserved piece, but

to skid across the line

broadside, thoroughly used

A lot of slides management Guru Tom Peters

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