9. MBWA, Grameen Style! âConventional banks ask their clients to come to their office. Itâs a terrifying place for the poor and illiterate. ⊠The entire Grameen Bank system runs on the principle that people should not come to the bank, the bank should go to the people . ⊠If any staff member is seen in the office, it should be taken as 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 to stay. The reason is to make us as different as possible from government officials .â Source: Muhammad Yunus, Banker to the Poor
11. â It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change .â âCharles Darwin
12. â I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, âHow do I build a small firm for myself?â The answer seems obvious : Buy a very large one and just wait .â âPaul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
13. â Forbes100â from 1917 to 1987 : 39 members of the Class of â17 were alive in â87; 18 in â87 F100; 18 F100 âsurvivorsâ significantly under p erformed the market; just 2 (2%), GE & Kodak , out p erformed the market from 1917 to 1987. S&P 500 from 1957 to 1997 : 74 members of the Class of â57 were alive in â97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market
14. Welcome to the âClub of Shattered Dreamsâ: Of Koreaâs Top 100 companies in 1955, only 7 were still on the list in 2004. The 1997 crisis âdestroyed half of Koreaâs 30 largest conglomerates.â Source: âKET Issue Report,â Kim Jong Nyun (14.05.2005)
15. S&P Stability Ratings* 1985 2006 Low Risk 41% 13% Average Risk 24% 14% High Risk 35% 73% *Likelihood of stable long-term earnings growth Source: Fortune (2 October 2006)
16. Flat as a Pancake (Or Worse) Wal*Mart ⊠Dell ⊠Intel ⊠Home Depot ⊠Microsoft ⊠GE
21. Excellence1982: The Bedrock âEight Basicsâ 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through Peo p le 5. Hands On , Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Propertiesâ
22. ExIn*: 1982-2002/Forbes.com DJIA : $10,000 yields $85,000 EI : $10,000 yields $140,050 * Forbes / Excellence Index /Basket of 32 publicly traded stocks
24. â Why in the world did you go to S iberia ?â
25. Business* (*at its âexcellentâ best) can be: An emotional, vital, audacious, innovative, joyful, frightening, risky, creative, entrepreneurial endeavor that breathes life & fire into our work & life & elicits maximum concerted human potential in the wholehearted effort to help others ** [**employees, clients, suppliers, communities, owners, temporary partners] succeed & profit & imagine & reach places theyâd never dreamed they could go.
28. â The First step in a âdramaticâ âorganizational change programâ is obviousâ dramatic personal change !â âRG
29. â Work on me first.â âKerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/ Crucial Conversations
30. â Every time we come to a comfort zone, we will find a way out.â âNo Cloning.â ââReinvent the brandâ with each new show.â âA typical day at the office for me begins by asking, â What is impossible that I am going to do today?ââ âDaniel Lamarre, president, Cirque du Soleil
32. â Excellence can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.â Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)
34. â I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, âHow do I build a small firm for myself?â The answer seems obvious : Buy a very large one and just wait .â âPaul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
35. â I donât believe in economies of scale. You donât get better by being bigger. You get worse .â â Dick Kovacevich/Wells Fargo
36. â Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger . Moreover, comparison companiesâthose that failed to make a leap or, if they did, failed to sustain itâoften tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.â âJim Collins/ Time /2004
39. The Mess Is the Message! Period! An Economic Interpretation of the Constitution of the United States â Charles Beard (1913) The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger âMarc Levinson Tube: The Invention of Television âDavid & Marshall Fisher Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World âJill Jonnes The Soul of a New Machine âTracy Kidder Rosalind Franklin: The Dark Lady of DNA âBrenda Maddox The Blitzkrieg Myth âJohn Mosier
43. â The Bottleneck Is at the Top of the Bottleâ âWhere are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma: At the to p!â â Gary Hamel/ Harvard Business Review
45. Organizing Genius / Warren Bennis and Patricia Ward Biederman âGroups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best .â âThe best thing a leader can do for a Great Group is to allow its members to discover their g reatness .â
46. Leadershipâs Mt Everest/Mt Excellence â free to do his or her absolute bestâ ⊠âallow its members to discover their greatness.â
47. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it . Try it. Try it. Try it. Try it. Try it. try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.
49. â This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells . You may think youâre finding it when youâre drawing maps and studying logs, but you have to drill.â Source: The Hunters , by John Masters, Canadian O & G wildcatter
51. â Experiment fearlesslyâ Source: BW 0821.06, Type A Organization Strategies/ âHow to Hit a Moving Targetââ Tactic #1
52. â We made mistakes, of course. Most of them were omissions we didnât think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, weâre already on prototype version # 5 . By the time our rivals are ready with wires and screws, we are on version # 10 . It gets back to planning versus acting : We act from day one ; others plan how to plan â for months .â âBloomberg by Bloomberg
54. The True Logic* of Decentralization: 6 divisions = 6 âtriesâ 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT âtriesâ = Max probability of âwinâ 6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT âtriesâ = Max probability of â far out â/â 3-sigma â âwinâ *âDriverâ: Law of Large #s
55. READY. FIRE! AIM. Ross Perot (vs â Aim! Aim! Aim!â /EDS vs GM/1985)
56. READY. FIRE! AIM. Ross Perot (vs â Aim! Aim! Aim!â /EDS vs GM/1985)
57. â You miss 100 percent of the shots you never take.â âWayne Gretzky
58. TP âLessons Learnedâ Innovation = DisDis (Disciplined Disorganization) Luck is a very good thing.* ** (*More âlessonsâ later: E.g., If you hire a bunch of disciplined weirdos and try a lot of weird stuff, the odds of getting lucky go up remarkably) (**Career success depends on convincing others that you knew what the hell you were doing all along. Good news: Say it long enough and you will believe it. Great news: Keep saying it and you, too, can become a âguru.â)
75. â GE has set a standard of candor. ⊠There is no puffery. ⊠There isnât an ounce of denial in the place .â âKevin Sharer, CEO Amgen, on the âGE mystiqueâ (Fortune)
81. The Value-added Ladder/ OPPORTUNITY-SEEKING Gamechanging Solutions Services Goods Raw Materials
82. â The business of selling is not just about matching viable solutions to the customers that require them. Itâs equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customersâ organization.â * (*E.g.: CRM failure rate/Gartner: 70 %) âJeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
84. Department Head to ⊠Managin g Partner , IS [HR, R&D, etc.] Inc .
85. Core Mechanism : âGame-chan g in g Solutionsâ PSF (Professional Service Firm âmodelâ/The Organizing Principle ) + Brand You (âDistinctâ or âExtinctâ/The Talent ) + Wow! Projects (âDifferentâ vs âBetterâ/The Work )
86. HCare CIO : âTechnology Executiveâ (workinâ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospitalâs Senior Healin g -Services Team (who happens to be a techie)
88. â Experiences are as distinct from services as services are from goods.â âJoe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage
89. Experience: âRebel Lifestyle!â âWhat we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.â Harley exec, quoted in Results-Based Leadership
94. â Thatâs a VERY diverse team.â â Patrick Cescau, CEO, Unilever * ** * 1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are ⊠Indians. (Source: FT/24-25 June.) ** Approximately 85% of Unileverâs products are purchased by ⊠women.
101. â Forget China , India and the Internet : Economic Growth Is Driven by Women .â âHeadline, Economist , April 15, 2006, Leader, page 14
102. 10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Womenâs work force participation rates have soared worldwide. Women are closing in on âsame pay for same job.â Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Womenâs leadership strengths are exceptionally well aligned with new organizational effectiveness & value-added imperatives. Women are better salespersons than men. Women buy [almost] everythingâcommercial as well as consumer goods. So what exactly is ⊠the point of men ?
103. Not Just America ⊠âBoys Falling Seven Years Behind Girls at GCSE Levelâ âheadline, Weekly Telegraph , UK, 10.25.06
105. â AS LEADERS, WOMEN RULE : New Studies find that female managers outshine their male counterparts in almost every measureâ TITLE/ Special Report/ BusinessWeek
106. Womenâs Strengths Match New Economy Imperatives : Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender ; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure ârationalityâ; inherently flexible; appreciate cultural diversity . âJudy B. Rosener, Americaâs Competitive Secret: Women Managers
107. Womenâs Ne g otiatin g Stren g ths *Ability to put themselves in their counterpartiesâ 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 , âSay It Like a Woman: Why the 21 st -century negotiator will need the female touchâ
109. !!!!!!!!!!!!!!!!! â People turning 50 today have more than half of their adult life ahead of them.â âBill Novelli, 50+: Igniting a Revolution to Reinvent America
111. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
112. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
113. â People want to be part of something larger than themselves . They want to be part of something theyâre really proud of, that theyâll fight for , sacrifice for , trust .â â Howard Schultz, Starbucks ( IBD /09.05)
114. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
115. â Nothing is so contagious as enthusiasm.â âSamuel Taylor Coleridge
116. â Whenever anything is being accomplished, I have learned, it is being done by a monomaniac with a mission.â âPeter Drucker
117. â Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision or powerful ideas. But the reality is much more primal : Great leadership works through the emotions .â âDaniel Goleman, The New Leaders
118. â To meet Roosevelt, said Churchill, âwith all his buoyant sparkle, his iridescence,â was like âopening a bottle of champagne.â Churchill, who knew both champagne and human nature, recognized ebullient leadership when he saw it.â âKay Redfield Jamison, Exuberance : The Passion for Life â Churchill had a very powerful mind, but a romantic and unquantitative one. If he thought about a course of action long enough, if he achieved it alone in his own inner consciousness and desired it passionately, he convinced himself it must be possible. Then, with incomparable invention, eloquence and high spirits, he set out to convince everyone else that it was not only possible, but the only course of action open to man.ââC.P. Snow â We are all worms. But I do believe that I am a glow-worm.ââChurchill on Churchill â The multitudes were swept forward till their pace was the same as his.ââChurchill on T.E. Lawrence
119. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
120. â In the end, management doesnât change culture. Management invites the workforce itself to change the culture.â âLou Gerstner
121. â The role of the Director is to create a space where the actors and actresses can become more than theyâve ever been before, more than theyâve dreamed of being .â âRobert Altman, Oscar acceptance speech
122. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo
123. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
125. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
126. â You must be the change you wish to see in the world.â Gandhi
127. â Itâs alwa y s showtime.â âDavid DâAlessandro, Career Warfare
128. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
129. Relentless : âOne of my superstitions had always been when I started to go anywhere or to do anything, not to turn back , or stop, until the thing intended was accomplished.â âGrant
130. " The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.â âGB Shaw, Man and Superman: The Revolutionists' Handbook.
131. â Success seems to be largely a matter of hanging on after others have let go.â âWilliam Feather, author
132. "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting â GERONIMO!â â â Bill McKenna, professional motorcycle racer ( Cycle magazine)
133. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
134. â Leaders â do â people. Period.â âAnon.
135. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
136. â Beware of the tyranny of making Small Changes to S mall Things. Rather, make Big Changes to Big Things.â âRoger Enrico, former Chairman, PepsiCo
137. Kevin Robertsâ Credo 1 . Ready. Fire! Aim. 2. If it ainât 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 !
138. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
139. On NELSON: â[other] admirals more frightened of losing than anxious to winâ
140. PURPOSE . PASSION . Potential . Presence . Personal . PERSISTENCE . PEOPLE . Potent . Positive .
141. â Excellence can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.â Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)
144. Leadershi p 23/ML 13. Legacy. 14. Best story wins. 15. On the edge. (âWildest chimera of a moonstruck mind.â) 16. âReward excellent failures. Punish mediocre successes.â 17. Different > Better. (âOnly ones who do what we do.â) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. âTo Donât.â Two. 22. Excellence. Always. 23. Nelsonian! (âOther admirals more afraid of losing than anxious to win.â)